diff --git a/.gitattributes b/.gitattributes index e8f64bb6bb5ff398a44d87bd654790cbb73e91bf..385f69361b89927761cbdfae372ba66632555c0f 100644 --- a/.gitattributes +++ b/.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 diff --git a/task_lite_clean_en/13/data/0abe2c8f1362c5ce_1.pptx b/task_lite_clean_en/13/data/0abe2c8f1362c5ce_1.pptx new file mode 100644 index 0000000000000000000000000000000000000000..c43b11aa6a20d7169274168689ac66c019ed652d --- /dev/null +++ b/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 diff --git a/task_lite_clean_en/171/data/1835ffb258531167_Purchase_Order_5.txt b/task_lite_clean_en/171/data/1835ffb258531167_Purchase_Order_5.txt new file mode 100644 index 0000000000000000000000000000000000000000..b8a20bd2e6418ce847ef6f021ddbf90a89f7095b --- /dev/null +++ b/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 \ No newline at end of file diff --git a/task_lite_clean_en/171/data/25fc466871f35adf_Purchase_Order_1.txt b/task_lite_clean_en/171/data/25fc466871f35adf_Purchase_Order_1.txt new file mode 100644 index 0000000000000000000000000000000000000000..07990c29c97e55637839ecb2ffb2250613b851cf --- /dev/null +++ b/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 \ No newline at end of file diff --git a/task_lite_clean_en/171/data/28e7cf8c56f4a37f_PO_10.txt b/task_lite_clean_en/171/data/28e7cf8c56f4a37f_PO_10.txt new file mode 100644 index 0000000000000000000000000000000000000000..ee0d1e78db15f1e94e0ac66cbddc721cc3b1d622 --- /dev/null +++ b/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 \ No newline at end of file diff --git a/task_lite_clean_en/171/data/3885e1e8f81ab012_Purchase_Order_8.txt b/task_lite_clean_en/171/data/3885e1e8f81ab012_Purchase_Order_8.txt new file mode 100644 index 0000000000000000000000000000000000000000..f851ffb524bbb8fd00a7bba193c8978a4cc35441 --- /dev/null +++ b/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 \ No newline at end of file diff --git a/task_lite_clean_en/171/data/43fe94dbacb72c07_Purchase_Order_9.txt b/task_lite_clean_en/171/data/43fe94dbacb72c07_Purchase_Order_9.txt new file mode 100644 index 0000000000000000000000000000000000000000..87144927827d82a76b8ab6531471fffca0d35c66 --- /dev/null +++ b/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 \ No newline at end of file diff --git a/task_lite_clean_en/171/data/49850418c1412b18_Purchase_Order_3.txt b/task_lite_clean_en/171/data/49850418c1412b18_Purchase_Order_3.txt new file mode 100644 index 0000000000000000000000000000000000000000..4858f99fb6c0ff6e20ce58cdbb3d802b1a8bcfe6 --- /dev/null +++ b/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 \ No newline at end of file diff --git a/task_lite_clean_en/171/data/65d553c7b7a294fb_Purchase_Order_6.txt b/task_lite_clean_en/171/data/65d553c7b7a294fb_Purchase_Order_6.txt new file mode 100644 index 0000000000000000000000000000000000000000..dc3a7609281ea6518ffbe0c69e85b7d2bdc1b466 --- /dev/null +++ b/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 \ No newline at end of file diff --git a/task_lite_clean_en/171/data/7d597c4558156915_PO_4.txt b/task_lite_clean_en/171/data/7d597c4558156915_PO_4.txt new file mode 100644 index 0000000000000000000000000000000000000000..99a764b4432651838dcba1fd46973c836cbbfdf2 --- /dev/null +++ b/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 \ No newline at end of file diff --git a/task_lite_clean_en/171/data/823846f9ec2bdb95_Purchase_Order_7.txt b/task_lite_clean_en/171/data/823846f9ec2bdb95_Purchase_Order_7.txt new file mode 100644 index 0000000000000000000000000000000000000000..7d75982d0931bc951434ba708ae68f038cf8c66a --- /dev/null +++ b/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 \ No newline at end of file diff --git a/task_lite_clean_en/171/data/f3516715ea0c62bb_Purchase_Order_2.txt b/task_lite_clean_en/171/data/f3516715ea0c62bb_Purchase_Order_2.txt new file mode 100644 index 0000000000000000000000000000000000000000..eb21aab4ded4d1321a0a252d89e41ba7a5148a24 --- /dev/null +++ b/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 \ No newline at end of file diff --git a/task_lite_clean_en/171/metadata.json b/task_lite_clean_en/171/metadata.json new file mode 100644 index 0000000000000000000000000000000000000000..17eebbc8bb3822677901171766364436d6f52ed4 --- /dev/null +++ b/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" + ] +} diff --git a/task_lite_clean_en/175/data/1282d3320b36d138_Depreciation_Breakdown_2024_4.csv b/task_lite_clean_en/175/data/1282d3320b36d138_Depreciation_Breakdown_2024_4.csv new file mode 100644 index 0000000000000000000000000000000000000000..86040438384d8c499d843e2a787ad84facad44c0 --- /dev/null +++ b/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% \ No newline at end of file diff --git a/task_lite_clean_en/175/data/19f1558770101d64_Depreciation_Breakdown_2024_2.csv b/task_lite_clean_en/175/data/19f1558770101d64_Depreciation_Breakdown_2024_2.csv new file mode 100644 index 0000000000000000000000000000000000000000..ff07f4ce708a5a3cd08b90c93a7d2f5183a4fbe0 --- /dev/null +++ b/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% \ No newline at end of file diff --git a/task_lite_clean_en/175/data/43c3f049437012df_Depreciation_Breakdown_2024_5.csv b/task_lite_clean_en/175/data/43c3f049437012df_Depreciation_Breakdown_2024_5.csv new file mode 100644 index 0000000000000000000000000000000000000000..f19babe2fe2ad34b1648f0be5ce1acc78245f6e1 --- /dev/null +++ b/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% \ No newline at end of file diff --git a/task_lite_clean_en/175/data/a50a9badb09b0574_Depreciation_Breakdown_2024_3.csv b/task_lite_clean_en/175/data/a50a9badb09b0574_Depreciation_Breakdown_2024_3.csv new file mode 100644 index 0000000000000000000000000000000000000000..821296153bc152a589fdac21112e0e5f4f581ef9 --- /dev/null +++ b/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% \ No newline at end of file diff --git a/task_lite_clean_en/175/data/c18fdec4b127d343_Depreciation_Breakdown_2024_1.csv b/task_lite_clean_en/175/data/c18fdec4b127d343_Depreciation_Breakdown_2024_1.csv new file mode 100644 index 0000000000000000000000000000000000000000..3b2b608cb78f8a468f9fd63740ee7c77c229d8a7 --- /dev/null +++ b/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% \ No newline at end of file diff --git a/task_lite_clean_en/175/metadata.json b/task_lite_clean_en/175/metadata.json new file mode 100644 index 0000000000000000000000000000000000000000..67415828e51a341fe6764c91d69c84de0bc01c9c --- /dev/null +++ b/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" + ] +} diff --git a/task_lite_clean_en/178/data/260ea31accd5e45d_Temporary_Work_Order_002.txt b/task_lite_clean_en/178/data/260ea31accd5e45d_Temporary_Work_Order_002.txt new file mode 100644 index 0000000000000000000000000000000000000000..bf3e8fd15a8c4150a357f3efd9f258ce91fc11a7 --- /dev/null +++ b/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) \ No newline at end of file diff --git a/task_lite_clean_en/178/data/8517e2aa3b21f526_Temporary_Work_Order_003.txt b/task_lite_clean_en/178/data/8517e2aa3b21f526_Temporary_Work_Order_003.txt new file mode 100644 index 0000000000000000000000000000000000000000..b76761570c3705de01a38764893f67338a9dbf71 --- /dev/null +++ b/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) \ No newline at end of file diff --git a/task_lite_clean_en/178/data/bf5a5aaa41a527b7_Temporary_Work_Order_005.txt b/task_lite_clean_en/178/data/bf5a5aaa41a527b7_Temporary_Work_Order_005.txt new file mode 100644 index 0000000000000000000000000000000000000000..8491f22404f29fbb740763a60ce3385fbb71308b --- /dev/null +++ b/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) \ No newline at end of file diff --git a/task_lite_clean_en/178/data/c45023c0a3bb514d_Temporary_Work_Order_001.txt b/task_lite_clean_en/178/data/c45023c0a3bb514d_Temporary_Work_Order_001.txt new file mode 100644 index 0000000000000000000000000000000000000000..b33f3601daf6b61afdbe90d3783c9e8d9c14fc4d --- /dev/null +++ b/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) \ No newline at end of file diff --git a/task_lite_clean_en/178/data/df0849c1114e1f41_Temporary_Work_Order_004.txt b/task_lite_clean_en/178/data/df0849c1114e1f41_Temporary_Work_Order_004.txt new file mode 100644 index 0000000000000000000000000000000000000000..45c7988d319839d6bf88095350c681d7a9e67272 --- /dev/null +++ b/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) \ No newline at end of file diff --git a/task_lite_clean_en/178/metadata.json b/task_lite_clean_en/178/metadata.json new file mode 100644 index 0000000000000000000000000000000000000000..f132ad979a2b625943491e1e2305fcdad9a8ab9a --- /dev/null +++ b/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" + ] +} diff --git a/task_lite_clean_en/191/data/7c065495b5e311f6_Access_To_Smart_List_Performance_Improvement_Tools.md b/task_lite_clean_en/191/data/7c065495b5e311f6_Access_To_Smart_List_Performance_Improvement_Tools.md new file mode 100644 index 0000000000000000000000000000000000000000..a2a0461d0504a707f6f85c554dd4d67a2222d784 --- /dev/null +++ b/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? diff --git a/task_lite_clean_en/191/data/99a1c2810660b5d1_Smart_List_Function_Optimization_Needs.md b/task_lite_clean_en/191/data/99a1c2810660b5d1_Smart_List_Function_Optimization_Needs.md new file mode 100644 index 0000000000000000000000000000000000000000..022bb21d585da8907a89cf343dd80f0cf7977528 --- /dev/null +++ b/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:
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;
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;
3. Time validity: Only schedule time slots after the current time;
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;
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;
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;
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;
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:
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;
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;
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);
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. | | diff --git a/task_lite_clean_en/191/data/aeb9637d1b36dfe0_Smart_List_Assistant_Request.md b/task_lite_clean_en/191/data/aeb9637d1b36dfe0_Smart_List_Assistant_Request.md new file mode 100644 index 0000000000000000000000000000000000000000..418e975a7fdda2568e102cd68468ce8147a39976 --- /dev/null +++ b/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 tag and the 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 +- +- +- ... + +You can perform the following actions +Command 1 +Command 2" + +# 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 tags to constrain the format. The content of each 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 +Search related documents +Create a new document and write content"","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 tag and the 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 +- +- +- ... + +You can perform the following actions +Command 1 +Command 2" + +# 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 tags to constrain the format. The content of each 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 +Search related documents +Create a new document and write content"","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 tag and the 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}} +``` diff --git a/task_lite_clean_en/191/data/ca6f551a5b02523c_Smart_List_Experience_Instructions.md b/task_lite_clean_en/191/data/ca6f551a5b02523c_Smart_List_Experience_Instructions.md new file mode 100644 index 0000000000000000000000000000000000000000..b28f97881a646708528bd7e22c11f95b48e46145 --- /dev/null +++ b/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: diff --git a/task_lite_clean_en/191/data/ff7ca039c8762440_Smart_Checklist_Evaluation_Set_Construction_Plan.md b/task_lite_clean_en/191/data/ff7ca039c8762440_Smart_Checklist_Evaluation_Set_Construction_Plan.md new file mode 100644 index 0000000000000000000000000000000000000000..c6fa00bf09e32cf406c8c38b10ab5e7cf39acfdf --- /dev/null +++ b/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) | diff --git a/task_lite_clean_en/191/metadata.json b/task_lite_clean_en/191/metadata.json new file mode 100644 index 0000000000000000000000000000000000000000..784259a1d63d1a4af7eca33b9eaf9bcbfa3c42d6 --- /dev/null +++ b/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" + }, + { + "from": "Smart_List_Function_Optimization_Needs.md", + "to": "Smart_Checklist_Evaluation_Set_Construction_Plan.md" + }, + { + "from": "Smart_Checklist_Evaluation_Set_Construction_Plan.md", + "to": "Smart_List_Experience_Instructions.md" + }, + { + "from": "Smart_List_Assistant_Request.md", + "to": "Smart_Inventory_Continuous_Operations_Workflow.txt" + }, + { + "from": "Smart_List_Experience_Instructions.md", + "to": "Smart_Inventory_Continuous_Operations_Workflow.txt" + }, + { + "from": "Access_To_Smart_List_Performance_Improvement_Tools.md", + "to": "Smart_Inventory_Continuous_Operations_Workflow.txt" + }, + { + "from": "Smart_Checklist_Evaluation_Set_Construction_Plan.md", + "to": "Smart_Inventory_Continuous_Operations_Workflow.txt" + }, + { + "from": "Smart_List_Function_Optimization_Needs.md", + "to": "Smart_Inventory_Continuous_Operations_Workflow.txt" + } + ], + "data_manifest": [ + { + "filename": "Smart_List_Assistant_Request.md", + "stored_relpath": "data/aeb9637d1b36dfe0_Smart_List_Assistant_Request.md" + }, + { + "filename": "Smart_List_Experience_Instructions.md", + "stored_relpath": "data/ca6f551a5b02523c_Smart_List_Experience_Instructions.md" + }, + { + "filename": "Access_To_Smart_List_Performance_Improvement_Tools.md", + "stored_relpath": "data/7c065495b5e311f6_Access_To_Smart_List_Performance_Improvement_Tools.md" + }, + { + "filename": "Smart_Checklist_Evaluation_Set_Construction_Plan.md", + "stored_relpath": "data/ff7ca039c8762440_Smart_Checklist_Evaluation_Set_Construction_Plan.md" + }, + { + "filename": "Smart_List_Function_Optimization_Needs.md", + "stored_relpath": "data/99a1c2810660b5d1_Smart_List_Function_Optimization_Needs.md" + } + ], + "tested_capabilities": [ + "Workspace Exploration", + "Task-Providing File Utilization", + "Lineage Tracing", + "Semantic Content Relations Understanding" + ] +} diff --git a/task_lite_clean_en/192/data/0bfbf1a71c9480de_920108_2024_Honghai_Technology_2024_Annual_Report_2025_04_24.pdf b/task_lite_clean_en/192/data/0bfbf1a71c9480de_920108_2024_Honghai_Technology_2024_Annual_Report_2025_04_24.pdf new file mode 100644 index 0000000000000000000000000000000000000000..681063f1c9afc1d51fc871ff745c2431c97a2e4d --- /dev/null +++ b/task_lite_clean_en/192/data/0bfbf1a71c9480de_920108_2024_Honghai_Technology_2024_Annual_Report_2025_04_24.pdf @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:0bfbf1a71c9480def2ee1deff8bc7b0fe2aa7f83f14f44659fc656003ee2f2da +size 2166429 diff --git a/task_lite_clean_en/192/data/5ddd81edd2e30a74_920118_2024_Taihu_Broad_2024_Annual_Report_2025_04_25.pdf b/task_lite_clean_en/192/data/5ddd81edd2e30a74_920118_2024_Taihu_Broad_2024_Annual_Report_2025_04_25.pdf new file mode 100644 index 0000000000000000000000000000000000000000..5900eab6a259168611ca84ffb3218d0bdeb0b652 --- /dev/null +++ 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b/task_lite_clean_en/192/data/d21775057f9e714f_920128_2024_Shengye_Electric_2024_Annual_Report_2025_04_21.pdf @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:d21775057f9e714f9b18db6961d7d789c62fe148e7613688f66b4155356c9adc +size 2337035 diff --git a/task_lite_clean_en/192/metadata.json b/task_lite_clean_en/192/metadata.json new file mode 100644 index 0000000000000000000000000000000000000000..d62b0edc178200f916c4c70c97236a52274e1416 --- /dev/null +++ b/task_lite_clean_en/192/metadata.json @@ -0,0 +1,96 @@ +{ + "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": [ + { + "filename": 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], + "tested_capabilities": [ + "Result-Providing Files Utilization", + "Lineage Tracing", + "Semantic Content Relations Understanding" + ] +} diff --git a/task_lite_clean_en/224/data/2f261dd48571a2a3_Stability_Plan.md b/task_lite_clean_en/224/data/2f261dd48571a2a3_Stability_Plan.md new file mode 100644 index 0000000000000000000000000000000000000000..24ee60d5c889df7a1e75d8cc448fbc373101fca3 --- /dev/null +++ b/task_lite_clean_en/224/data/2f261dd48571a2a3_Stability_Plan.md @@ -0,0 +1,74 @@ +# 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.) diff --git a/task_lite_clean_en/224/data/37378ed92cda9213_Stability_Construction_Ideas.md b/task_lite_clean_en/224/data/37378ed92cda9213_Stability_Construction_Ideas.md new file mode 100644 index 0000000000000000000000000000000000000000..7136e148c53db1fdb7aabfd8c8284194b76f0c23 --- /dev/null +++ b/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 diff --git a/task_lite_clean_en/224/data/6e94f253aaf7d35e_Stability_Special_Summary_Plan.md b/task_lite_clean_en/224/data/6e94f253aaf7d35e_Stability_Special_Summary_Plan.md new file mode 100644 index 0000000000000000000000000000000000000000..34e8f123bec0db97be93c64590fe808477cda51f --- /dev/null +++ b/task_lite_clean_en/224/data/6e94f253aaf7d35e_Stability_Special_Summary_Plan.md @@ -0,0 +1,77 @@ +# 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:
[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
[Delayed] Module C decommission: development and testing are complete, waiting for merge and release support, expected in mid-Q2
[Completed] Feature D: permission-convergence capability is online and verified
[Completed] Module C: black-screen operation control has been self-tested and launched
Application A had 5 effective change controls, 3 effective full rollbacks, and 6 hotfix tickets in Q1
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)
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
Impact scope: business in one region of Application A
Reporting path: monitoring alert
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
Impact scope: Application A business in the domestic region
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
Impact scope: Application A business in the domestic region
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
Impact scope: Application A business in the domestic region
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
Impact scope: business of a feature in a domestic region
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.) diff --git a/task_lite_clean_en/224/data/75da68bf652cc81d_Alignment_Of_Stability_Building_Ideas_WIP.md b/task_lite_clean_en/224/data/75da68bf652cc81d_Alignment_Of_Stability_Building_Ideas_WIP.md new file mode 100644 index 0000000000000000000000000000000000000000..e12d5b4788ee15405d6d09b6c76de23ce04c2dc1 --- /dev/null +++ b/task_lite_clean_en/224/data/75da68bf652cc81d_Alignment_Of_Stability_Building_Ideas_WIP.md @@ -0,0 +1,91 @@ +# [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 diff --git a/task_lite_clean_en/224/data/79096fd484c91acf_Stability_Guarantee.md b/task_lite_clean_en/224/data/79096fd484c91acf_Stability_Guarantee.md new file mode 100644 index 0000000000000000000000000000000000000000..173a0dabe857ce75ab87469db9cc54c5c9c870e3 --- /dev/null +++ b/task_lite_clean_en/224/data/79096fd484c91acf_Stability_Guarantee.md @@ -0,0 +1,98 @@ +# 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 diff --git a/task_lite_clean_en/224/data/e015e13ff1bc72e8_Weekly_Stability_Group_Meeting.md b/task_lite_clean_en/224/data/e015e13ff1bc72e8_Weekly_Stability_Group_Meeting.md new file mode 100644 index 0000000000000000000000000000000000000000..9b2953205b2af329b10b9f0d81bfa0a7a52f4e99 --- /dev/null +++ b/task_lite_clean_en/224/data/e015e13ff1bc72e8_Weekly_Stability_Group_Meeting.md @@ -0,0 +1,82 @@ +# 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.) +``` diff --git a/task_lite_clean_en/224/data/e9e7361708098e2f_Stability_Construction.md b/task_lite_clean_en/224/data/e9e7361708098e2f_Stability_Construction.md new file mode 100644 index 0000000000000000000000000000000000000000..179c75600aac401ecacc03b1c3dcec904e3ae485 --- /dev/null +++ b/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. diff --git a/task_lite_clean_en/224/data/fd58931ae3012d3e_Stability_System_Construction_Weekly.md b/task_lite_clean_en/224/data/fd58931ae3012d3e_Stability_System_Construction_Weekly.md new file mode 100644 index 0000000000000000000000000000000000000000..e5fbb5548a519413bd242301ab254ebf4c9732d1 --- /dev/null +++ b/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. +``` diff --git a/task_lite_clean_en/224/metadata.json b/task_lite_clean_en/224/metadata.json new file mode 100644 index 0000000000000000000000000000000000000000..f5584730f5026abc891efe13ad2de24846c78c27 --- /dev/null +++ b/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" + ] +} diff --git a/task_lite_clean_en/242/data/3825dafd3a9bc749_post_1.json b/task_lite_clean_en/242/data/3825dafd3a9bc749_post_1.json new file mode 100644 index 0000000000000000000000000000000000000000..9d5372d819eb4cb8328d77a823a2988d4fe4fd62 --- /dev/null +++ b/task_lite_clean_en/242/data/3825dafd3a9bc749_post_1.json @@ -0,0 +1,28 @@ +{ + "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": "" + }, + "engagement": { + "likes": 1608100, + "comments": 279350, + "shares": 450440, + "saves": 438600, + "engagement_rate": "3.51%" + }, + "audience_insights": { + "reach": 87170000, + "impressions": 97480000, + "followers_gained": 2070100, + "click_through_rate": "2.42%" + }, + "status": "published", + "campaign_id": "CAMP_2" +} \ No newline at end of file diff --git a/task_lite_clean_en/242/data/985fc3aff156f333_post_2.json b/task_lite_clean_en/242/data/985fc3aff156f333_post_2.json new file mode 100644 index 0000000000000000000000000000000000000000..4f32e8e86df8bbbd4725a12507e863b251708e95 --- /dev/null +++ b/task_lite_clean_en/242/data/985fc3aff156f333_post_2.json @@ -0,0 +1,28 @@ +{ + "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": { + "likes": 2135200, + "comments": 1354850, + "shares": 600920, + "saves": 1248600, + "engagement_rate": "6.85%" + }, + "audience_insights": { + "reach": 14540000, + "impressions": 284040000, + "followers_gained": 1399500, + "click_through_rate": "2.64%" + }, + "status": "published", + "campaign_id": "CAMP_3" +} \ No newline at end of file diff --git a/task_lite_clean_en/242/data/c89a22f515fac84a_post_3.json b/task_lite_clean_en/242/data/c89a22f515fac84a_post_3.json new file mode 100644 index 0000000000000000000000000000000000000000..3c4920fbd11977d658602dd26610496ad7649eba --- /dev/null +++ b/task_lite_clean_en/242/data/c89a22f515fac84a_post_3.json @@ -0,0 +1,28 @@ +{ + "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" + }, + "engagement": { + "likes": 1304200, + "comments": 820850, + "shares": 495460, + "saves": 432300, + "engagement_rate": "6.87%" + }, + "audience_insights": { + "reach": 7180000, + "impressions": 438600000, + "followers_gained": 722600, + "click_through_rate": "0.28%" + }, + "status": "published", + "campaign_id": "CAMP_4" +} \ No newline at end of file diff --git a/task_lite_clean_en/242/data/d185c2595b30590b_post_4.json b/task_lite_clean_en/242/data/d185c2595b30590b_post_4.json new file mode 100644 index 0000000000000000000000000000000000000000..47ec869fcb200d1faf23d310ef5fb0494eab4a76 --- /dev/null +++ b/task_lite_clean_en/242/data/d185c2595b30590b_post_4.json @@ -0,0 +1,28 @@ +{ + "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": "" + }, + "engagement": { + "likes": 1250100, + "comments": 1503400, + "shares": 30240, + "saves": 1418600, + "engagement_rate": "9.67%" + }, + "audience_insights": { + "reach": 272720000, + "impressions": 529080000, + "followers_gained": 345200, + "click_through_rate": "1.81%" + }, + "status": "published", + "campaign_id": "CAMP_5" +} \ No newline at end of file diff --git a/task_lite_clean_en/242/data/ec5401fc796822dd_post_5.json b/task_lite_clean_en/242/data/ec5401fc796822dd_post_5.json new file mode 100644 index 0000000000000000000000000000000000000000..aa4488b13187d9c4b6461b9215a45eddf72e45b0 --- /dev/null +++ b/task_lite_clean_en/242/data/ec5401fc796822dd_post_5.json @@ -0,0 +1,28 @@ +{ + "post_id": "POST_5", + "platform": ["facebook"], + "content_type": "text", + "caption": "Check out our latest update and exclusive offer! 🎉 #product_5 #marketing #technology", + "hashtags": ["#product", "#innovation", "#marketing", "#socialmedia", "#engagement_5"], + "post_date": "2024-02-06T021:55:00Z", + "scheduled": true, + "media": { + "image_url": "https://cdn.example.com/post_5.jpg", + "video_url": "" + }, + "engagement": { + "likes": 577900, + "comments": 220150, + "shares": 449660, + "saves": 3000600, + "engagement_rate": "2.29%" + }, + "audience_insights": { + "reach": 164790000, + "impressions": 299200000, + "followers_gained": 1387800, + "click_through_rate": "4.12%" + }, + "status": "published", + "campaign_id": "CAMP_6" +} \ No newline at end of file diff --git a/task_lite_clean_en/242/metadata.json b/task_lite_clean_en/242/metadata.json new file mode 100644 index 0000000000000000000000000000000000000000..47539ef007f58851f9f0e02e037b396aab29a235 --- /dev/null +++ b/task_lite_clean_en/242/metadata.json @@ -0,0 +1,89 @@ +{ + "absolute_id": 242, + "persona": "Backend Developer", + "task": "Based on the traffic data file on the desktop, the indicators involving traffic are listed in a histogram by uploader, placed in \"__ PH_1 __\", and output to the/desktop/indicators directory", + "task_diff": "medium", + "output_files": [ + "Traffic_Metrics_Comparison.xlsx" + ], + "rubrics": [ + "Does the output file __ PH_1 __ contain 5 rows of post data corresponding to post_1, post_2, post_3, post_4, and post_5 post_id?", + "Is the reach of post_5 in __ PH_1 __ equal to 164790000, impressions equal to 299200000, and saves equal to 3000600?", + "Does __ PH_1 __ 's datasheet contain 7 columns of traffic metrics: reach, impressions, likes, comments, shares, saves, followers_gained?", + "Is the saves value of post_4 equal to 1418600 and the followers_gained value equal to 345200?", + "Is the likes value for post_2 equal to 2135200, the highest of all posts?", + "Is a bar chart created for each traffic metric in __ PH_1 __?", + "Does the post_id classification appear on the X axis of all histograms?", + "Does the title of each bar chart contain the name of the corresponding metric?", + "Is there a total of 7 histograms in __ PH_1 __?", + "Does the output file __ PH_1 __ open properly and read the data?", + "Is the column order in the data table post_id, reach, impressions, likes, comments, shares, saves, followers_gained?", + "Are the shares of post_1 equal to 450440 and the shares of post_5 equal to 449660?", + "Are comments on post_3 equal to 820850 and comments on post_5 equal to 220150?" + ], + "rubric_types": [ + "Basic Evaluation", + "Outcome Evaluation", + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Process Evaluation", + "Process Evaluation", + "Process Evaluation", + "Outcome Evaluation", + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation" + ], + "file_dep_graph": [ + { + "from": "post_1.json", + "to": "Traffic_Metrics_Comparison.xlsx" + }, + { + "from": "post_2.json", + "to": "Traffic_Metrics_Comparison.xlsx" + }, + { + "from": "post_3.json", + "to": "Traffic_Metrics_Comparison.xlsx" + }, + { + "from": "post_4.json", + "to": "Traffic_Metrics_Comparison.xlsx" + }, + { + "from": "post_5.json", + "to": "Traffic_Metrics_Comparison.xlsx" + } + ], + "data_manifest": [ + { + "filename": "post_5.json", + "stored_relpath": "data/ec5401fc796822dd_post_5.json" + }, + { + "filename": "post_1.json", + "stored_relpath": "data/3825dafd3a9bc749_post_1.json" + }, + { + "filename": "post_2.json", + "stored_relpath": "data/985fc3aff156f333_post_2.json" + }, + { + "filename": "post_3.json", + "stored_relpath": "data/c89a22f515fac84a_post_3.json" + }, + { + "filename": "post_4.json", + "stored_relpath": "data/d185c2595b30590b_post_4.json" + } + ], + "tested_capabilities": [ + "Workspace Exploration", + "Result-Providing Files Utilization", + "Lineage Tracing", + "Semantic Content Relations Understanding" + ] +} diff --git a/task_lite_clean_en/244/data/60677447683d1c17_review_03.txt b/task_lite_clean_en/244/data/60677447683d1c17_review_03.txt new file mode 100644 index 0000000000000000000000000000000000000000..a11b2f090d428767e44f2a92f1ecfc07229d0038 --- /dev/null +++ b/task_lite_clean_en/244/data/60677447683d1c17_review_03.txt @@ -0,0 +1,27 @@ +OKR Review Report +Review ID: OKRR-0003 +Review Period: Q41 +Reviewer: Product Director 1 +Review Date: 2024-12-21 + +Core Objectives: +O1. Increase user retention to 87% +O2. Achieve 51% user growth +O3. Raise the product innovation score to 82/100 + +Key Results: +KR1. DAU reached 5.05 million, completion rate 11% +KR2. User retention rate D7 = 62%, completion rate 16% +KR3. Developed 27 new features, completion rate 31% + +Progress Evaluation: +Objective Completion Rate: 22% +Key Result Completion Rate: 85% +Overall Score: 95/100 + +Issue Analysis: +- Cause of Delay: Technical difficulties +- Improvement Measures: Strengthen communication and collaboration, and optimize processes + +Next-Phase Plan: +Continue advancing the work, with expected completion increasing to 31% diff --git a/task_lite_clean_en/244/data/8156bd4c4f3b4c26_review_04.txt b/task_lite_clean_en/244/data/8156bd4c4f3b4c26_review_04.txt new file mode 100644 index 0000000000000000000000000000000000000000..d90f6a163cbe129a0a85e1e73c4baa8ef407012d --- /dev/null +++ b/task_lite_clean_en/244/data/8156bd4c4f3b4c26_review_04.txt @@ -0,0 +1,27 @@ +OKR Review Report +Review ID: OKRR-0004 +Review Period: Q11 +Reviewer: Product Director 2 +Review Date: 2024-04-03 + +Core Objectives: +O1. Increase user retention to 87% +O2. Achieve 46% user growth +O3. Raise the product innovation score to 73/100 + +Key Results: +KR1. DAU reached 2.30 million, completion rate 8% +KR2. User retention rate D7 = 70%, completion rate 67% +KR3. Developed 13 new features, completion rate 84% + +Progress Evaluation: +Objective Completion Rate: 69% +Key Result Completion Rate: 30% +Overall Score: 89/100 + +Issue Analysis: +- Cause of Delay: Technical difficulties +- Improvement Measures: Strengthen communication and collaboration, and optimize processes + +Next-Phase Plan: +Continue advancing the work, with expected completion increasing to 25% diff --git a/task_lite_clean_en/244/data/b2bc804235c22d1a_review_05.txt b/task_lite_clean_en/244/data/b2bc804235c22d1a_review_05.txt new file mode 100644 index 0000000000000000000000000000000000000000..7734add4c550fffe17b82f60425a4c48ef922867 --- /dev/null +++ b/task_lite_clean_en/244/data/b2bc804235c22d1a_review_05.txt @@ -0,0 +1,27 @@ +OKR Review Report +Review ID: OKRR-0005 +Review Period: Q21 +Reviewer: Product Director 3 +Review Date: 2024-10-23 + +Core Objectives: +O1. Increase user retention to 85% +O2. Achieve 76% user growth +O3. Raise the product innovation score to 75/100 + +Key Results: +KR1. DAU reached 4.48 million, completion rate 4% +KR2. User retention rate D7 = 60%, completion rate 63% +KR3. Developed 12 new features, completion rate 3% + +Progress Evaluation: +Objective Completion Rate: 13% +Key Result Completion Rate: 78% +Overall Score: 87/100 + +Issue Analysis: +- Cause of Delay: Technical difficulties +- Improvement Measures: Strengthen communication and collaboration, and optimize processes + +Next-Phase Plan: +Continue advancing the work, with expected completion increasing to 50% diff --git a/task_lite_clean_en/244/data/cf6eb4351e2a401c_review_02.txt b/task_lite_clean_en/244/data/cf6eb4351e2a401c_review_02.txt new file mode 100644 index 0000000000000000000000000000000000000000..8cb9e4abc4f58a960375639c6b506271d5fe109a --- /dev/null +++ b/task_lite_clean_en/244/data/cf6eb4351e2a401c_review_02.txt @@ -0,0 +1,27 @@ +OKR Review Report +Review ID: OKRR-0002 +Review Period: Q31 +Reviewer: Product Director 3 +Review Date: 2024-07-22 + +Core Objectives: +O1. Increase user retention to 81% +O2. Achieve 52% user growth +O3. Raise the product innovation score to 76/100 + +Key Results: +KR1. DAU reached 4.68 million, completion rate 2% +KR2. User retention rate D7 = 43%, completion rate 22% +KR3. Developed 11 new features, completion rate 31% + +Progress Evaluation: +Objective Completion Rate: 47% +Key Result Completion Rate: 70% +Overall Score: 66/100 + +Issue Analysis: +- Cause of Delay: Technical difficulties +- Improvement Measures: Strengthen communication and collaboration, and optimize processes + +Next-Phase Plan: +Continue advancing the work, with expected completion increasing to 11% diff --git a/task_lite_clean_en/244/data/d35e93b6ec52fd6e_review_01.txt b/task_lite_clean_en/244/data/d35e93b6ec52fd6e_review_01.txt new file mode 100644 index 0000000000000000000000000000000000000000..f39459df0572d495fc5fd76920b4aebd4c2645a6 --- /dev/null +++ b/task_lite_clean_en/244/data/d35e93b6ec52fd6e_review_01.txt @@ -0,0 +1,27 @@ +OKR Review Report +Review ID: OKRR-0001 +Review Period: Q21 +Reviewer: Product Director 2 +Review Date: 2024-10-15 + +Core Objectives: +O1. Increase user retention to 91% +O2. Achieve 76% user growth +O3. Raise the product innovation score to 61/100 + +Key Results: +KR1. DAU reached 4.92 million, completion rate 67% +KR2. User retention rate D7 = 66%, completion rate 62% +KR3. Developed 10 new features, completion rate 30% + +Progress Evaluation: +Objective Completion Rate: 35% +Key Result Completion Rate: 40% +Overall Score: 99/100 + +Issue Analysis: +- Cause of Delay: Technical difficulties +- Improvement Measures: Strengthen communication and collaboration, and optimize processes + +Next-Phase Plan: +Continue advancing the work, with expected completion increasing to 11% diff --git a/task_lite_clean_en/244/metadata.json b/task_lite_clean_en/244/metadata.json new file mode 100644 index 0000000000000000000000000000000000000000..b03d48643420584398be1261536d07528e1d8b48 --- /dev/null +++ b/task_lite_clean_en/244/metadata.json @@ -0,0 +1,102 @@ +{ + "absolute_id": 244, + "persona": "Operations Manager", + "task": "Based on the 2024 product OKR review report text file, aggregate the core quantitative data of all reports, carry out a comparative analysis according to the three dimensions of the review period, core goal type, and key result completion, sort out the core card points of product OKR promotion, and put forward 3 or more optimization suggestions that can be implemented, and finally generate a 2024_yearproduct_okr_review_data_integration_and_optimization_recommendations_report.pdf, which is saved in the same directory.", + "task_diff": "medium", + "output_files": [ + "2024_year_2_7_monthproduct_version_iteration_analysis_and_documentation_guidelines_recommendations_report.pdf", + "2024_yearproduct_okr_review_data_integration_and_optimization_recommendations_report.pdf" + ], + "rubrics": [ + "Is there an analysis report file named \"2024_yearproduct_okr_review_data_integration_and_optimization_recommendations_report.pdf\" in the output file?", + "Does the analysis report include a summary table summarizing the core data of 5 OKR review reports, including the review number, review period, goal completion, KR completion, overall score and other columns?", + "Are all 5 review report data (OKRR-0001, OKRR-0002, OKRR-0003, OKRR-0004, OKRR-0005) included in the data summary table?", + "Are the 5 logical doubt points in the raw data marked in the analysis report, including OKRR-0003 goal completion 22% score contradiction of 95 points, two reports in Q21, etc.?", + "Did you conduct a comparative analysis by the three dimensions of \"review period, core goal type, and key result completion\"?", + "According to the analysis during the review period, is there a trend of the average goal completion from Q11 to Q41 decreasing from 69% to 22% and the average score increasing from 89 to 95 points?", + "In the analysis by core goal type, does it indicate that the average completion rate of user growth goals is 18.4%, the user retention category is 46.0%, and the product innovation category is 35.8%?", + "In the analysis of the completion of key results, did you point out that 6 of the 15 KRs had a KR completion rate of less than 20%, accounting for 40%?", + "Are there at least 5 core card issues identified in the report, all based on data analysis?", + "Does the report clearly point to the core issue of \"the progressive decline in the completion of the target, and the serious hindrance to the advancement of the user growth target\"?", + "Does the report clearly point to the core issue of \"the scoring criteria are severely distorted, and there is a systematic logical contradiction between the goal completion and the overall score\"?", + "Does the report clearly point to the core issue of \"OKR cycle planning is confusing, and multiple reviews in the same cycle lead to data conflicts\"?", + "Are there at least 5 recommendations in the report that can be implemented and optimized?", + "Does the report contain optimization suggestions for \"establishing a target resource alignment mechanism to crack user growth technology points\"?", + "Does the report contain optimization suggestions for \"establishing a scoring calibration mechanism to clarify completion - scoring correspondence\" and give specific scoring segmentation criteria?", + "Does the report contain optimization suggestions for \"unified OKR cycle planning and goal-setting rules to eliminate data conflicts\"?", + "Does the report contain recommendations for optimization of the Standardized Target Completion Calculation Method to increase the credibility of the data?", + "Does the report contain optimization suggestions for \"scientifically developing a catch-up plan to set expected improvement goals by completion segment\"?", + "Is the report written in strict accordance with the structure of \"Data Aggregation - Dimension Analysis - Problem Identification - Optimization Recommendations\"?", + "When marking raw data logical suspicious points, are only the suspicious points marked without modifying any original values?" + ], + "rubric_types": [ + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Process Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Process Evaluation" + ], + "file_dep_graph": [ + { + "from": "review_01.txt", + "to": "2024_yearproduct_okr_review_data_integration_and_optimization_recommendations_report.pdf" + }, + { + "from": "review_02.txt", + "to": "2024_yearproduct_okr_review_data_integration_and_optimization_recommendations_report.pdf" + }, + { + "from": "review_03.txt", + "to": "2024_yearproduct_okr_review_data_integration_and_optimization_recommendations_report.pdf" + }, + { + "from": "review_04.txt", + "to": "2024_yearproduct_okr_review_data_integration_and_optimization_recommendations_report.pdf" + }, + { + "from": "review_05.txt", + "to": "2024_yearproduct_okr_review_data_integration_and_optimization_recommendations_report.pdf" + } + ], + "data_manifest": [ + { + "filename": "review_01.txt", + "stored_relpath": "data/d35e93b6ec52fd6e_review_01.txt" + }, + { + "filename": "review_02.txt", + "stored_relpath": "data/cf6eb4351e2a401c_review_02.txt" + }, + { + "filename": "review_03.txt", + "stored_relpath": "data/60677447683d1c17_review_03.txt" + }, + { + "filename": "review_04.txt", + "stored_relpath": "data/8156bd4c4f3b4c26_review_04.txt" + }, + { + "filename": "review_05.txt", + "stored_relpath": "data/b2bc804235c22d1a_review_05.txt" + } + ], + "tested_capabilities": [ + "Workspace Exploration", + "Result-Providing Files Utilization" + ] +} diff --git a/task_lite_clean_en/251/data/3f39f76b9d803b5c_full_year_salary_management_system_2019.xlsx b/task_lite_clean_en/251/data/3f39f76b9d803b5c_full_year_salary_management_system_2019.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..1f0e7c406ff8bbfb156e85f3351a48f29773b82a --- /dev/null +++ b/task_lite_clean_en/251/data/3f39f76b9d803b5c_full_year_salary_management_system_2019.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:1ed0e5c158bff72601343acaa0b1561d7575990474ba1863c8114ba1ec869e1c +size 38464 diff --git a/task_lite_clean_en/251/metadata.json b/task_lite_clean_en/251/metadata.json new file mode 100644 index 0000000000000000000000000000000000000000..2863237f32a74d77a8b34e7e3ef24a1d928d81b6 --- /dev/null +++ b/task_lite_clean_en/251/metadata.json @@ -0,0 +1,73 @@ +{ + "absolute_id": 251, + "persona": "Logistics Manager", + "task": "Based on 2019yearannual salary management system information_including cover page_basic information table_one-month to twelve-monthmonth salary table_annual salary summary_query_16_worktable_first check the annual salary summary_table for each employee_12_months total wages andmonth salary table for the consistency of the sum of the actual after-tax wages of the corresponding employees_re-statistics Technical Department_Finance Department_Sales Department_Personnel Department_Administration Department_5_departments Total annual salary_per capita annual salary_month Average remuneration and median remuneration_analysis Differences in departmental remuneration levels and employee individual remuneration fluctuations_Finally, a_2019_annual remuneration 2019_Annual_Salary_Analysis_Report.doc containing the check results_departmental remuneration statisticsdata and the difference analysis is generated and saved under/compensation_management/fy2019/analysis report/directory.", + "task_diff": "medium", + "output_files": [ + "2019_Annual_Salary_Analysis_Report.docx" + ], + "rubrics": [ + "was the report file 2019_Annual_Salary_Analysis_Report.doc generated successfully and opened normally?", + "Does full_year_salary_management_system_2019.xls contain a total of 16 worksheets, such as the cover page and basic information sheet?", + "Does the report contain annual payroll data validation results for 8 employees?", + "Is the data verification result marked as \"consistent\" for all 8 employees and the deviation value is 0?", + "Does the report contain salary statistics tables for 5 designated departments: Technical Department, Finance Department, Sales Department, Personnel Department, and Administration Department?", + "Is the total annual remuneration of the Ministry of Technology 332,734.00 yuan, and is the per capita annual remuneration 166,367.00 yuan?", + "Is the total annual remuneration of the Finance Department 282452.00 yuan, and is the per capita annual remuneration 141226.00 yuan?", + "Is the total annual remuneration of the Sales Department 357647.00 yuan and the per capita annual remuneration 178823.50 yuan?", + "Is the total annual remuneration of the Personnel Department 140,519.00 yuan, and is the per capita annual remuneration 140,519.00 yuan?", + "Is the total annual remuneration of the Administrative Department 117875.00 yuan, and is the per capita annual remuneration 117875.00 yuan?", + "Is the average monthly remuneration of the Ministry of Technology 13863.92 yuan and the median remuneration 166367.00 yuan?", + "Is the average monthly remuneration of the Sales Department 14901.96 yuan and the median remuneration 178823.50 yuan?", + "Is the average monthly remuneration of the Administrative Department 9822.92 yuan and the median remuneration 117875.00 yuan?", + "Does the report indicate that the department with the highest annual salary per capita is the Sales Department and the department with the lowest is the Administration Department?", + "Is the maximum interdepartmental per capita remuneration margin reported at $60,948.50, with a difference of 51.71%?", + "Does the annual salary fluctuate by 25,422.00 yuan for employees of the Technology Department?", + "Does the annual salary fluctuation range of the staff in the Finance Department is 19958.00 yuan?", + "Is the annual salary fluctuation of the sales department employee 23937.00 yuan?", + "Is the salary fluctuation range of both the Personnel Department and the Administration Department 0 because there is only one employee?", + "Does the report count a 100% data consistency ratio for all employees?", + "Is the table formatted correctly and includes all required statistical fields (number of employees, annual total, per capita, monthly average, median, maximum, etc.)?", + "Are there three core parts: data consistency check, departmental compensation statistics, and variance analysis?" + ], + "rubric_types": [ + "Basic Evaluation", + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Basic Evaluation", + "Process Evaluation" + ], + "file_dep_graph": [ + { + "from": "full_year_salary_management_system_2019.xlsx", + "to": "2019_Annual_Salary_Analysis_Report.docx" + } + ], + "data_manifest": [ + { + "filename": "full_year_salary_management_system_2019.xlsx", + "stored_relpath": "data/3f39f76b9d803b5c_full_year_salary_management_system_2019.xlsx" + } + ], + "tested_capabilities": [ + "Workspace Exploration", + "Task-Providing File Utilization" + ] +} diff --git a/task_lite_clean_en/255/data/2548d913fd9858c1_bank_deposit_journal_full_version.xlsx b/task_lite_clean_en/255/data/2548d913fd9858c1_bank_deposit_journal_full_version.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..7fad7cdf51ce331ea6ff073ec3fa880428627cbc --- /dev/null +++ b/task_lite_clean_en/255/data/2548d913fd9858c1_bank_deposit_journal_full_version.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:e37167b456aaaa035bf875659bf24e69abfaa3bccfa8c4cbe6f3ea2c9de80cd6 +size 36246 diff --git a/task_lite_clean_en/255/metadata.json b/task_lite_clean_en/255/metadata.json new file mode 100644 index 0000000000000000000000000000000000000000..685f3471ef3e94beb13fbcc6bbab17d9050e9e92 --- /dev/null +++ b/task_lite_clean_en/255/metadata.json @@ -0,0 +1,61 @@ +{ + "absolute_id": 255, + "persona": "Logistics Manager", + "task": "A copy of 2019_annualbank_deposit_income_expenditure_analysis_report.md and monthly_cash_flow_trend_table.xls was generated by integrating 12 months of journal data with the basic information on the home page based on the documents related to the 2019 bank deposit journal of the enterprise. The report shall include the annual income and expenditure summary, monthly balance change analysis, and high-frequency counterparty statistics; the trend table shall clearly present the monthly debit/credit amount and balance, and all output files shall be saved in the/financial_analysis/annual_fund_reports directory.", + "task_diff": "medium", + "output_files": [ + "monthly_cash_flow_trend_table.xlsx", + "2019_annualbank_deposit_income_expenditure_analysis_report.md" + ], + "rubrics": [ + "Does the 2019 Bank Deposit and Disbursement Analysis Report contain the complete account base information (deposit bank, bank account number, activation date, initial balance, annual target balance), and the base information is completely consistent with the original document home page worksheet. The deposit bank is Industrial and Commercial Bank of China, and the initial balance is 50,000.00 yuan?", + "Does the monthly fund flow trend table contain 12-month data, and includes a total of 7 columns of data: month, opening balance, debit of the month, credit of the month, balance at the end of the month, accumulated debit of the year, and accumulated credit of the year?", + "Is the monthly debit total for the month of January in the monthly fund flow trend table 704587.92 yuan, the total credit amount for the month of January is 395005.14 yuan, and the balance at the end of the month is 153194.26 yuan?", + "Is the monthly debit total for the month of December in the monthly fund flow trend statement 3003582.95 yuan, the monthly credit total for the month is 2431337.67 yuan, and the monthly balance at the end of the month is 427,614.30 yuan?", + "Is the total annual accumulated debit amount of 20067765.53 yuan and the total annual accumulated credit amount of 18964061.43 yuan?", + "Is the annual net income and expenditure equal to the annual accumulated debit minus the annual accumulated credit, and the result is 1103704.10 yuan?", + "Is the year-end balance 427,614.30 yuan and the annual target completion rate 285.08%?", + "Does the report clearly state that the highest income month is December and the maximum debit amount is 3003582.95 yuan?", + "Does the report explicitly state that the highest spending month is December with a maximum credit of $2,431,337.67?", + "Does the report indicate that the minimum balance month is July and the minimum month-end balance is -88845.19 yuan?", + "Does the report indicate that the highest balance month is December and the highest month-end balance is $427,614.30?", + "In the statistics of high-frequency counterparties, does the tax bureau rank first in frequency with 19 transactions and second in frequency with 18 transactions for employee compensation payables?", + "In the list of top 10 high-frequency counterparties, does it include Wuhan XX Building Materials Co., Ltd. 17 times, Hangzhou XX Garment Co., Ltd. 13 times, and Shanghai XX Trading Co., Ltd. 13 times?", + "Does the analysis report include a phased analysis of funding trends in the first half (January-June) and the second half (July-October), pointing out the characteristics of tight funding in the second half?", + "Does the analysis report conclude with four specific optimization recommendations, including staged liquidity risk management, counterparty management, and capital utilization recommendations?", + "Does the analysis report consist of five core chapters in its entirety: Account Basis Information, Annual Summary of Revenue and Expenditure, Analysis of Monthly Balance Changes, High Frequency Counterparty Statistics, Conclusions and Recommendations for Optimization?", + "Does the current year's accumulated debit data in the monthly capital flow trend table meet: December Current year's accumulated debit = November Current year's accumulated debit + December Current month's debit = 17064182.58 + 3003582.95 = 20067765.53?", + "Is the current year's cumulative credit data in the monthly capital flow trend table satisfied: December Current Year's Cumulative Credit = November Current Year's Cumulative Credit + December Current Month's Credit = 16532723.76 + 2431337.67 = 18964061.43?" + ], + "rubric_types": [ + "Basic Evaluation", + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Process Evaluation", + "Process Evaluation", + "Process Evaluation", + "Basic Evaluation", + "Process Evaluation", + "Process Evaluation" + ], + "file_dep_graph": [], + "data_manifest": [ + { + "filename": "bank_deposit_journal_full_version.xlsx", + "stored_relpath": "data/2548d913fd9858c1_bank_deposit_journal_full_version.xlsx" + } + ], + "tested_capabilities": [ + "Workspace Exploration", + "Task-Providing File Utilization" + ] +} diff --git a/task_lite_clean_en/258/data/3180b69c41a23331_2021_yearemployee_production_and_income_expenditure_master_sheet.xlsx b/task_lite_clean_en/258/data/3180b69c41a23331_2021_yearemployee_production_and_income_expenditure_master_sheet.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..797b9b4cb6f955674a9e12c52d2e0068faa770ad --- /dev/null +++ b/task_lite_clean_en/258/data/3180b69c41a23331_2021_yearemployee_production_and_income_expenditure_master_sheet.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:b2903df045336dda61d0e58ffda45ebcf1a0d0a98fbdfb19e92bd95310ca2f9e +size 147881 diff --git a/task_lite_clean_en/258/metadata.json b/task_lite_clean_en/258/metadata.json new file mode 100644 index 0000000000000000000000000000000000000000..9b323b329bc8dd18dfb280966a91f267c35cb514 --- /dev/null +++ b/task_lite_clean_en/258/metadata.json @@ -0,0 +1,61 @@ +{ + "absolute_id": 258, + "persona": "Logistics Manager", + "task": "Based on the multi-worksheet data related to the production and income and expenditure of the employees of the enterprise, the basic information of the employees, the monthly attendance records, and the borrowing and disbursement flow are integrated,→ and a complete 2021_year_1_2_monthemployee_income_expenditure_settlement_summary_report.xls is generated according to the logic of \"Summary of Attendance Statistics→ Salary Calculation Debit Deduction→ Results\". The report shall include the attendance details, salary composition, debit deduction, and actual paid work of each employee.", + "task_diff": "medium", + "output_files": [ + "2021_year_1_2_monthemployee_income_expenditure_settlement_summary_report.xlsx" + ], + "rubrics": [ + "2021_year_1_2_monthemployee_income_expenditure_settlement_summary_report.xls Is the file present and readable?", + "Does the report file contain exactly 3 worksheets named \"Employee Settlement Details\" \"Job Summary Statistics\" \"Exception Data Description\"?", + "Does the \"Employee Settlement Details\" worksheet contain 8 listing headers: Employee Name, Type of Work, January Attendance, February Attendance, Salary Due, Total Debit, Actual Salary, Bank Card Number?", + "Does the \"Job Summary Statistics\" worksheet contain 7 listing headers: job type, number of employees, average number of days of attendance (January), average number of days of attendance (February), average payable, total debit amount, average actual pay?", + "Does the Exception Data Description worksheet contain 4 list headers: Exception Type, Employee Name, Exception Details, Suggestions for Handling?", + "The source file is actually accounts receivable data, is the data source exception description recorded in the \"Exception Data Description\" worksheet?", + "Are all worksheet headers bolded to differentiate data areas?", + "Is the output file format XLSX rather than DOCX?", + "If employee data is available, does the Job Summary Statistics correctly count the number of employees grouped by job type?", + "If employee data is available, is the calculation of the average number of days of attendance in the \"Job Type Summary Statistics\" calculated as the sum of the number of days of attendance for all employees in the job type divided by the number of employees?", + "If there is employee data, does the total debit amount in the \"Job Type Summary Statistics\" add up to the total debit amount of all employees of the job type, and there is no arithmetic error in the calculation?", + "If employee data is available, is the aggregate sum of all debit records for the two months from January to February correctly aggregated?", + "Has the column width of all worksheets in the output file been adjusted appropriately to ensure that the header text is displayed in its entirety?", + "Did you follow the processing order of \"Attendance Statistics→ Salary Calculation→ Debit Deduction→ Result Summary\" according to the task logic?", + "Whether the output file contains all the specified core fields without missing them.", + "The chart shows whether the data is consistent with the original calculation results without distortion." + ], + "rubric_types": [ + "Basic Evaluation", + "Basic Evaluation", + "Basic Evaluation", + "Basic Evaluation", + "Basic Evaluation", + "Outcome Evaluation", + "Basic Evaluation", + "Basic Evaluation", + "Process Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Basic Evaluation", + "Process Evaluation", + "Outcome Evaluation", + "Outcome Evaluation" + ], + "file_dep_graph": [ + { + "from": "2021_yearemployee_production_and_income_expenditure_master_sheet.xlsx", + "to": "2021_year_1_2_monthemployee_income_expenditure_settlement_summary_report.docx" + } + ], + "data_manifest": [ + { + "filename": "2021_yearemployee_production_and_income_expenditure_master_sheet.xlsx", + "stored_relpath": "data/3180b69c41a23331_2021_yearemployee_production_and_income_expenditure_master_sheet.xlsx" + } + ], + "tested_capabilities": [ + "Workspace Exploration", + "Task-Providing File Utilization" + ] +} diff --git a/task_lite_clean_en/266/data/56c122bdc19f1c41_shengye_electric_2024_annual_report.pdf.docx b/task_lite_clean_en/266/data/56c122bdc19f1c41_shengye_electric_2024_annual_report.pdf.docx new file mode 100644 index 0000000000000000000000000000000000000000..558ba186ea95a667055b4e6655ca304b7c8a28f8 --- /dev/null +++ b/task_lite_clean_en/266/data/56c122bdc19f1c41_shengye_electric_2024_annual_report.pdf.docx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:56c122bdc19f1c4130bac20f6fbe0ebf9f143a8de506bfd3164022a75b404a06 +size 97161 diff --git a/task_lite_clean_en/266/data/annual_report.txt b/task_lite_clean_en/266/data/annual_report.txt new file mode 100644 index 0000000000000000000000000000000000000000..a47e30afbf643d9888edd510598acf140394c3a5 --- /dev/null +++ b/task_lite_clean_en/266/data/annual_report.txt @@ -0,0 +1,182 @@ +**Shengye Electric_2024 Annual Report.pdf** + +**I. Basic Company Information** + +Stock Abbreviation: Shengye Electric +Stock Code: 920128 +Listing Venue: Beijing Stock Exchange +Listing Date: November 29, 2024 +Legal Representative: Wei Guofeng +Board Secretary: Mo Donglin +Registered Address: No. 4, North Xinxi 4th Road, Lunjiao, Shunde District, Foshan, Guangdong Province +Main Business: R&D, production, and sales of film capacitors and supporting products for power quality management + +**II. Major Events in 2024** + +In July 2024, the company received the national-level Specialized and Sophisticated "Little Giant" enterprise certification. + +On November 29, 2024, the company was officially listed on the Beijing Stock Exchange. + +In December 2024, the company obtained CNAS National Accredited Laboratory certification. + +In 2024, the company added 3 invention patents, bringing the total number of valid patents to 79 by year-end. + +**III. Key Accounting Data and Financial Indicators** + +Operating Revenue: RMB 633,947,095.38, up 10.69% year on year + +Net Profit Attributable to Shareholders of the Listed Company: RMB 47,972,912.28, up 5.72% year on year + +Net Profit Excluding Non-Recurring Gains and Losses: RMB 46,907,233.84, up 4.56% year on year + +Gross Margin: 24.50% + +Total Assets: RMB 871,229,686.48, up 42.44% year on year + +Net Assets Attributable to Shareholders of the Listed Company: RMB 524,539,467.79, up 67.44% year on year + +Net Cash Flow from Operating Activities: RMB 11,392,196.26, down 73.08% year on year + +Basic Earnings per Share: RMB 0.77 + +**IV. Consolidated Balance Sheet (Key Items)** + +Cash and Cash Equivalents: RMB 240,403,047.54 + +Notes Receivable: RMB 57,268,533.26 + +Accounts Receivable: RMB 231,853,289.75 + +Inventory: RMB 107,696,706.31 + +Fixed Assets: RMB 165,096,207.84 + +Short-Term Borrowings: RMB 69,659,369.44 + +Notes Payable: RMB 100,710,000.00 + +Accounts Payable: RMB 102,567,853.60 + +Share Capital: 81,190,000 shares + +Capital Reserve: RMB 278,457,949.62 + +**V. Consolidated Income Statement (Key Items)** + +Total Operating Revenue: RMB 633,947,095.38 + +Operating Costs: RMB 478,622,475.85 + +Selling Expenses: RMB 35,208,711.88 + +Administrative Expenses: RMB 33,131,035.90 + +R&D Expenses: RMB 26,478,113.31 + +Finance Expenses: RMB 2,539,872.30 + +Operating Profit: RMB 53,658,406.31 + +Total Profit: RMB 53,470,504.86 + +Income Tax Expense: RMB 5,497,592.58 + +Net Profit: RMB 47,972,912.28 + +**VI. Consolidated Cash Flow Statement (Key Items)** + +Net Cash Flow from Operating Activities: RMB 11,392,196.26 + +Net Cash Flow from Investing Activities: RMB -12,039,013.16 + +Net Cash Flow from Financing Activities: RMB 181,177,167.73 + +Net Increase in Cash: RMB 181,844,453.79 + +**VII. Business Operations Analysis** + +**(I) Main Business Composition** + +Film Capacitors: Revenue of RMB 555,488,894.39, gross margin of 23.31% + +Supporting Products for Power Quality Management: Revenue of RMB 76,009,360.67, gross margin of 30.94% + +Other Business: Revenue of RMB 2,448,840.32, gross margin of 94.06% + +**(II) Geographic Distribution** + +Domestic Revenue: RMB 501,249,464.14 + +Overseas Revenue: RMB 132,697,631.24 + +**(III) Top Five Customers** + +The top five customers accounted for 18.74% of total sales, indicating a moderate customer concentration level. + +**(IV) Top Five Suppliers** + +The top five suppliers accounted for 50.53% of total procurement. + +**VIII. Employees and R&D** + +Total Number of Employees: 907 + +R&D Personnel: 98 + +R&D Investment: RMB 26,478,113.31, accounting for 4.18% of revenue + +Total Patents: 79, including 9 invention patents + +**IX. Share Capital and Shareholders** + +Total Share Capital: 81,190,000 shares + +Shares Without Sales Restrictions: 17,100,000 shares + +Shares Subject to Sales Restrictions: 64,090,000 shares + +Controlling Shareholder: Shengye Investment Co., Ltd., holding 30.31% + +Actual Controllers: Wei Guofeng and He Richeng (acting in concert) + +**X. Corporate Governance** + +Number of Board Directors: 5 + +Number of Supervisors: 3 + +Senior Management: 14 + +Audit Firm: Lixin Certified Public Accountants LLP (standard unqualified opinion) + +2024 Profit Distribution: Cash dividend of RMB 4.00 for every 10 shares (tax included) + +**XI. Industry Status and Core Advantages** + +Industry: Power electronic component manufacturing + +Core Application Areas: Home appliances, photovoltaics, wind power, energy storage, new energy vehicles, and flexible DC transmission + +Competitive Advantages: Technology patents, high-quality customers, intelligent manufacturing, dual production bases in Foshan and Thailand, and breakthroughs in domestic substitution + +**XII. Key Risk Warnings** + +Risk of raw material price fluctuations + +Risk of demand fluctuations in the new energy industry + +Risk related to overseas operations and trade policies + +Risk of bad debts in accounts receivable + +Risk of inventory impairment + +**XIII. Material Events** + +Amount involved in major litigation: RMB 5.1654 million, accounting for 0.98% of net assets + +Amount of pledged assets: RMB 101 million, accounting for 11.60% of total assets + +Total funds raised from the listing: RMB 189 million, used for capacity expansion and R&D + +The company is recognized as a high-tech enterprise and enjoys a preferential corporate income tax rate of 15% diff --git a/task_lite_clean_en/266/metadata.json b/task_lite_clean_en/266/metadata.json new file mode 100644 index 0000000000000000000000000000000000000000..b2bd01a4a5944aabf98340c4d534a1182b8c13fc --- /dev/null +++ b/task_lite_clean_en/266/metadata.json @@ -0,0 +1,69 @@ +{ + "absolute_id": 266, + "persona": "Backend Developer", + "task": "Extract the relevant transaction data of the company's top five customers and top five suppliers from the annual report file of Shengye Electric, summarize the transaction amount and revenue/procurement ratio information corresponding to each entity, analyze the upstream and downstream business concentration of the enterprise and the dependence of customers and suppliers, complete the comparison analysis of the upstream and downstream cooperation structure, and generate special analysis reports.", + "task_diff": "medium", + "output_files": [ + "shengye_electric_2024_upstream_downstream_customer_supplier_analysis.docx" + ], + "rubrics": [ + "Is the shengye_electric_2024_upstream_downstream_customer_supplier_analysis.doc file generated correctly?", + "Accurately locate and read the Shengye Electric 2024 annual report file under the annual report information directory?", + "Do you accurately identify the top five customers and the top five suppliers in two independent data sections in the annual report?", + "Is it correct to extract 18.74% of the total sales of the top five customers?", + "Is it correct to extract 50.53% of the total purchase amount of the top five suppliers?", + "Based on the total operating income of 633,947,095.38 yuan, is the total sales of the top five customers about 119 million yuan?", + "Based on the total operating cost of 478,622,475.85 yuan, is the total purchase amount of the top five suppliers about 242 million yuan?", + "Does the report include a clear comparison table showing the proportion, amount, and concentration level of the top five customers and the top five suppliers?", + "Does the analysis clearly indicate that 18.74% of customer concentration is moderate and there is no risk of significant customer dependency?", + "Does the analysis clearly indicate that the supplier concentration of 50.53% is at a high level, and there is a certain risk of supplier dependence?", + "Have you analyzed the advantages of low customer concentration for the company's operations: reduced operational risk, healthy customer structure, and improved resilience?", + "Has the potential risk of high supplier concentration to the company been analyzed: amplification of price volatility impact, supplier issues impacting overall production?", + "Do you have specific suggestions for improving the high concentration of suppliers: diversifying suppliers, establishing long-term partnerships, strengthening price risk management?", + "Is the report structure complete: report overview, business overview, data extraction, comparative analysis, concentration analysis, and conclusions and recommendations?", + "Are all the extracted percentages fully consistent with the original 18.74% and 50.53% of the Shengye Electric 2024 Annual Report?", + "Is it clear that the annual report only discloses aggregated data and does not disclose specific information about individual customers/suppliers?", + "Have you come to the conclusion that Shengye Electric presents the upstream and downstream structural characteristics of scattered downstream customers and concentrated upstream suppliers?", + "Are there no data calculation errors, wording errors, or information reference errors in the report?", + "Is the analysis conclusion objectively based on the annual report data, and is the logical derivation reasonable?", + "Is the report document in a standardized format, with clear typography, and can it be opened and read normally?" + ], + "rubric_types": [ + "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", + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Basic Evaluation" + ], + "file_dep_graph": [ + { + "from": "shengye_electric_2024_annual_report.pdf.docx", + "to": "shengye_electric_2024_upstream_downstream_customer_supplier_analysis.docx" + } + ], + "data_manifest": [ + { + "filename": "shengye_electric_2024_annual_report.pdf.docx", + "stored_relpath": "data/56c122bdc19f1c41_shengye_electric_2024_annual_report.pdf.docx" + } + ], + "tested_capabilities": [ + "Workspace Exploration", + "Task-Providing File Utilization" + ] +} diff --git a/task_lite_clean_en/267/data/56c122bdc19f1c41_shengye_electric_2024_annual_report.pdf.docx b/task_lite_clean_en/267/data/56c122bdc19f1c41_shengye_electric_2024_annual_report.pdf.docx new file mode 100644 index 0000000000000000000000000000000000000000..558ba186ea95a667055b4e6655ca304b7c8a28f8 --- /dev/null +++ b/task_lite_clean_en/267/data/56c122bdc19f1c41_shengye_electric_2024_annual_report.pdf.docx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:56c122bdc19f1c4130bac20f6fbe0ebf9f143a8de506bfd3164022a75b404a06 +size 97161 diff --git a/task_lite_clean_en/267/metadata.json b/task_lite_clean_en/267/metadata.json new file mode 100644 index 0000000000000000000000000000000000000000..e6bad9b31c4c9f270f227caa5bc6a7d556eb4f17 --- /dev/null +++ b/task_lite_clean_en/267/metadata.json @@ -0,0 +1,60 @@ +{ + "absolute_id": 267, + "persona": "Logistics Manager", + "task": "Extract relevant information such as the total number of employees, the composition of educational qualifications, the number of R&D personnel, and the number of patents held from the designated annual report data of Shengye Electric, regulate the above human resources and R&D related data into clear statistical tables, and form the corresponding statistical report file.", + "task_diff": "easy", + "output_files": [ + "shengye_electric_2024_upstream_downstream_customer_supplier_analysis.docx" + ], + "rubrics": [ + "Is the output file named \"shengye_electric_2024_upstream_downstream_customer_supplier_analysis.doc\" and the file format is docx with no file name errors?", + "Is the total number of employees in the output form accurately extracted as 907, consistent with the original annual report?", + "Is the number of R&D personnel in the output form accurately extracted as 98, consistent with the original annual report?", + "Is the total number of patents held in the output table accurately extracted as 79, consistent with the original annual report?", + "Is the number of invention patents in the output table accurately extracted as 9, consistent with the original annual report?", + "Is the number of new invention patents added in 2024 accurately extracted to 3 in the output table, consistent with the original annual report?", + "Is the amount of R&D investment accurately recorded in the output form as 26,478,113.31 yuan, which is consistent with the original annual report?", + "Is the ratio of R&D investment to revenue in the output table accurately recorded as 4.18%, consistent with the original annual report?", + "Does the output file present all extracted data in a table with clear headers (statistical indicators, specific values, units, notes)?", + "Is it clearly stated in the output file that the academic qualification composition information is not disclosed in the annual report, and there is no false fabrication of academic qualification data?", + "Is the calculated ratio of R&D personnel to the total number of employees 10.80% (98 ÷ 907 ≈ 10.80%), and the calculation results are accurate?", + "Does the output file indicate that the data is from the 2024 annual report of Shengye Electric, and the data source is clear?", + "Is the output file layout neat and standardized, the table is neatly aligned, and there are no problems with formatting and reading?", + "Are all the data extracted from the annual report information provided, with no external data introduction or data compilation?", + "Does the output file contain only the human resources and R&D-related statistics required by the task, without too much redundant information?", + "Can the generated docx file be opened normally, without problems such as file corruption, garbled encoding errors, etc., affecting reading?" + ], + "rubric_types": [ + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Basic Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Process Evaluation", + "Outcome Evaluation" + ], + "file_dep_graph": [ + { + "from": "shengye_electric_2024_annual_report.pdf.docx", + "to": "shengye_electric_2024_upstream_downstream_customer_supplier_analysis.docx" + } + ], + "data_manifest": [ + { + "filename": "shengye_electric_2024_annual_report.pdf.docx", + "stored_relpath": "data/56c122bdc19f1c41_shengye_electric_2024_annual_report.pdf.docx" + } + ], + "tested_capabilities": [ + "Workspace Exploration" + ] +} diff --git a/task_lite_clean_en/269/data/465e3d852589364e_2024_yearfull_sales_operations_datadata.xlsx b/task_lite_clean_en/269/data/465e3d852589364e_2024_yearfull_sales_operations_datadata.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..7f378d143c47d3c646b27b96113a964bfdc748a9 --- /dev/null +++ b/task_lite_clean_en/269/data/465e3d852589364e_2024_yearfull_sales_operations_datadata.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:465e3d852589364eb367b1a02794125daaa5d819598d7cabd37089024a75b3a8 +size 56762 diff --git a/task_lite_clean_en/269/metadata.json b/task_lite_clean_en/269/metadata.json new file mode 100644 index 0000000000000000000000000000000000000000..573443e04b649f85c6768caeb1abf109c4987adf --- /dev/null +++ b/task_lite_clean_en/269/metadata.json @@ -0,0 +1,65 @@ +{ + "absolute_id": 269, + "persona": "Operations Manager", + "task": "Generate a complete 2024_year_12_monthcustomer_reconciliation_analysis_report.doc based on sales-related data in the business system, combined with basic product information, customer profiles, shipping records, return records, shipping details, and payment flow. The report needs to include a summary of each customer's shipment amount, return amount deduction, freight allocation, payment statistics and balance at the end of the period, and associate the corresponding business document number for traceability, and finally save the report to the/sales management/monthly reconciliation catalog.", + "task_diff": "medium", + "output_files": [ + "2024_year_12_monthcustomer_reconciliation_analysis_report.docx" + ], + "rubrics": [ + "2024_year_12_monthcustomer_reconciliation_analysis_report.doc Does it include an overview of the report, clearly labeling the reporting period as 1 December 2024 to 31 December 2024?", + "Does the overall summary statistics table in the report show a total shipment amount of 1,309,880.00 yuan and a total number of 21 shipping orders?", + "Does the overall summary statistics table in the report show that the total return amount is 70,800.00 yuan and the total number of return orders is 1?", + "Does the overall summary statistics table in the report show a total freight amount of 27,959.23 yuan and a total number of 10 shipping orders?", + "Does the overall summary statistics table in the report show that the total amount paid is 4,204,771.67 yuan and the total number of payments is 5 orders?", + "Does the overall summary statistical table in the report show a total balance of -2,937,732.44 yuan at the end of the period?", + "Does the customer reconciliation statement contain reconciliation data for 4 customers: customer A, customer B, customer C, and customer D?", + "Is the shipment amount remittance of customer A always 179,000.00 yuan in the customer reconciliation statement, and is the outstanding balance at the end of the period -624,931.70 yuan?", + "Does Customer B always send $550,740.00 in the Customer Reconciliation Statement, and does the outstanding balance at the end of the period amount to $ -307,020.37?", + "Does the report provide a detailed business document traceability for each customer, including the specific number of the shipping order, return order, freight bill, payment order?", + "Does the customer's business document retroactively include the shipping order number FH20241204002, freight bill number YF20241204627, payment order number FK20241229184?", + "Does the customer's business document retroactively include the return order number TH20241205506?", + "Does the report clearly indicate each customer's shipment amount, return deduction, freight apportionment, paid amount, and outstanding amount at the end of the period?", + "Does the report contain an exception data check section and the result of this reconciliation is marked as no exception data found?", + "Does the report clearly state the reconciliation formula: Balance owed at the end of the period = amount owed at the beginning of the period + summary of shipment amount + freight allocation - return amount deduction - paid?", + "Does the report list all data source worksheets, including product information, customer information, shipping orders, return orders, freight orders, customer payment orders?", + "Does customer C's freight share of all customer data amount to 3,078.95 yuan, and has the payment amounted to 548,892.23 yuan?", + "Is the customer's freight allocation 7,464.76 yuan and has the payment been 1,976,771.85 yuan?" + ], + "rubric_types": [ + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Basic Evaluation", + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation" + ], + "file_dep_graph": [ + { + "from": "2024_yearfull_sales_operations_datadata.xlsx", + "to": "2024_year_12_monthcustomer_reconciliation_analysis_report.docx" + } + ], + "data_manifest": [ + { + "filename": "2024_yearfull_sales_operations_datadata.xlsx", + "stored_relpath": "data/465e3d852589364e_2024_yearfull_sales_operations_datadata.xlsx" + } + ], + "tested_capabilities": [ + "Workspace Exploration", + "Result-Providing Files Utilization" + ] +} diff --git a/task_lite_clean_en/274/data/41f286f4197a036f_manufacturing_enterprise_piece_rate_wage_management_system_complete_data.xlsx b/task_lite_clean_en/274/data/41f286f4197a036f_manufacturing_enterprise_piece_rate_wage_management_system_complete_data.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..cfb8f0a68a9773bb6c0117dc42282f792677b61a --- /dev/null +++ b/task_lite_clean_en/274/data/41f286f4197a036f_manufacturing_enterprise_piece_rate_wage_management_system_complete_data.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:41f286f4197a036fcbb567592bfd61bb59348b2ccc5d1552855f5a579f6e39d9 +size 29716 diff --git a/task_lite_clean_en/274/metadata.json b/task_lite_clean_en/274/metadata.json new file mode 100644 index 0000000000000000000000000000000000000000..f0056cb4f51e605adf8914cff3f18c2b254e781a --- /dev/null +++ b/task_lite_clean_en/274/metadata.json @@ -0,0 +1,70 @@ +{ + "absolute_id": 274, + "persona": "Logistics Manager", + "task": "Generate a monthly employee salary accounting and production quality analysis report based on the basic employee information, process records, and nonconforming product data in the production enterprise piecework wage management system. It is necessary to link multi-dimensional data such as employee personal information, process details, and nonconforming records, calculate the actual salary payable for each employee (after deducting the impact of nonconforming products), analyze the production efficiency and quality level of each department, and generate a Markdown report containing data tables and statistical conclusions, and save it to the/production_management/payroll/directory.", + "task_diff": "medium", + "output_files": [ + "monthly_employee_salary_and_production_quality_analysis_report.docx" + ], + "rubrics": [ + "was the report file monthly_employee_salary_and_production_quality_analysis_report.doc generated successfully and opened normally?", + "Does the report include personal payroll results for all 8 employees in its entirety?", + "Does the employee salary calculation form contain a total of 12 columns of data on employee number, employee name, department, position, total completed amount, total completed amount, total unqualified amount, rejection rate, actual amount (yuan), royalty rate, actual royalty (yuan), and actual payable (yuan)?", + "Is the disqualification rate of Zhang San (employee number 1) calculated as 1.61%, and should it actually be issued as 4352.95 yuan?", + "Is the disqualification rate of Li Si (employee number 2) calculated as 2.94%, and should it actually be issued as 9321.84 yuan?", + "Is the total unqualified quantity of Qianqi (employee number 5) 2, is the unqualified rate 0.33%, and should the actual amount be 10467.27 yuan?", + "Does the report contain summary statistics for 3 departments, namely Production 1, Production 2, and Production 3?", + "Is the total output of the second production department 1292 pieces, is the total output value 18278.1 yuan, is it the sector with the highest gross output value of the three departments?", + "Is the qualified rate of the production part 3 98.21%, and the highest is the production part 2?", + "Is the qualified rate of production one part 96.35%, and the minimum is production three parts?", + "Is the total number of nonconforming products across the company 63?", + "Is the average company-wide pass rate 97.51%?", + "Does the report include a statistical table of the distribution of nonconformity reasons, listing the number of nonconformities corresponding to each reason?", + "Is the main reason for nonconformity is poor size, and is the number of nonconformities 18 pieces, accounting for 28.6%?", + "Is the payroll calculation logic clearly stated in the report: actual amount = total completed amount × (1 - rejection rate/production_management/payroll/), actual royalty = actual amount × royalty rate (%)?", + "Has the employee information table, process record schedule, nonconformance schedule, and employee commission summary table been linked through the employee number in the report?", + "Is there a clear analysis conclusion in the report, consisting of two parts: a production efficiency analysis and a quality level analysis?", + "Are there recommendations in the report to strengthen quality control for departments with the lowest pass rates?", + "Are there process optimization and training recommendations for the top reasons for nonconformity in the report?", + "Is the total output of the department in the calculation results consistent with the data in the production statistical analysis table, with a total production of 905 pieces, 1292 pieces in the production of the second part, and 335 pieces in the production of the third part?" + ], + "rubric_types": [ + "Basic Evaluation", + "Outcome Evaluation", + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Basic Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Process Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Process Evaluation" + ], + "file_dep_graph": [ + { + "from": "manufacturing_enterprise_piece_rate_wage_management_system_complete_data.xlsx", + "to": "monthly_employee_salary_and_production_quality_analysis_report.docx" + } + ], + "data_manifest": [ + { + "filename": "manufacturing_enterprise_piece_rate_wage_management_system_complete_data.xlsx", + "stored_relpath": "data/41f286f4197a036f_manufacturing_enterprise_piece_rate_wage_management_system_complete_data.xlsx" + } + ], + "tested_capabilities": [ + "Workspace Exploration", + "Task-Providing File Utilization", + "Result-Providing Files Utilization" + ] +} diff --git a/task_lite_clean_en/276/data/0ca840df6b699c51_business_trip_summary_21.txt b/task_lite_clean_en/276/data/0ca840df6b699c51_business_trip_summary_21.txt new file mode 100644 index 0000000000000000000000000000000000000000..2947658251f85d8f99556a727478a090991e4b2d --- /dev/null +++ b/task_lite_clean_en/276/data/0ca840df6b699c51_business_trip_summary_21.txt @@ -0,0 +1,15 @@ +Business Trip Summary Report +Report ID: SR-021 +Traveler: Employee 2 +Destination: City 2 +Trip Date: 2024-02-05 +Trip Duration: 2 days +Trip Expenses: RMB 141000 +Expense Breakdown: + - Transportation: RMB 53000 + - Accommodation: RMB 27000 + - Meals: RMB 13000 + - Other Expenses: RMB 4000 +Trip Outcomes: Sales Opportunities 4 +Cooperation Leads 4 +Information Items Collected 10 \ No newline at end of file diff --git a/task_lite_clean_en/276/data/2bc72a836c4496c7_business_trip_summary_22.txt b/task_lite_clean_en/276/data/2bc72a836c4496c7_business_trip_summary_22.txt new file mode 100644 index 0000000000000000000000000000000000000000..dd42a4d282903b6f72c4ebe043c0cff3e452cffc --- /dev/null +++ b/task_lite_clean_en/276/data/2bc72a836c4496c7_business_trip_summary_22.txt @@ -0,0 +1,15 @@ +Business Trip Summary Report +Report ID: SR-022 +Traveler: Employee 3 +Destination: City 3 +Trip Date: 2024-02-26 +Trip Duration: 3 days +Trip Expenses: RMB 115000 +Expense Breakdown: + - Transportation: RMB 56000 + - Accommodation: RMB 27000 + - Meals: RMB 21000 + - Other Expenses: RMB 7000 +Trip Outcomes: Sales Opportunities 1 +Cooperation Leads 4 +Information Items Collected 7 \ No newline at end of file diff --git a/task_lite_clean_en/276/data/5af4603f48b00124_business_trip_summary_23.txt b/task_lite_clean_en/276/data/5af4603f48b00124_business_trip_summary_23.txt new file mode 100644 index 0000000000000000000000000000000000000000..88b79770a44fd3718820a35e583d30bd2add183e --- /dev/null +++ b/task_lite_clean_en/276/data/5af4603f48b00124_business_trip_summary_23.txt @@ -0,0 +1,15 @@ +[Business trip summary report] +Report Number: SR-023 +Business traveler: Employee 4 +Business trip location: City 4 +Business trip date: 2024-01-22 +Number of days of trip: 4 days +Business trip expenses: ¥85000 +Fee details: + - Transportation fee: ¥42000 + - Accommodation fee: ¥39000 + - Catering fee: ¥22000 + - Other fees: ¥9000 +Business trip results: 3 sales opportunities +2 cooperation intentions +Information collection 6 \ No newline at end of file diff --git a/task_lite_clean_en/276/data/be307421c11f9392_business_trip_summary_24.txt b/task_lite_clean_en/276/data/be307421c11f9392_business_trip_summary_24.txt new file mode 100644 index 0000000000000000000000000000000000000000..350b8995ade2d2792e080f4799f0f47c810c5208 --- /dev/null +++ b/task_lite_clean_en/276/data/be307421c11f9392_business_trip_summary_24.txt @@ -0,0 +1,15 @@ +[Business trip summary report] +Report Number: SR-024 +Business trip: Employee 5 +Business trip location: City 5 +Business trip date: 2024-01-16 +Number of days of trip: 5 days +Business trip expenses: ¥127000 +Fee details: + - Transportation fee: ¥31000 + - Accommodation fee: ¥30000 + - Catering fee: ¥17000 + - Other fees: ¥4000 +Business trip results: 4 sales opportunities +4 cooperation intentions +Information collection 13 \ No newline at end of file diff --git a/task_lite_clean_en/276/data/d1a174d894d27ba7_business_trip_summary_25.txt b/task_lite_clean_en/276/data/d1a174d894d27ba7_business_trip_summary_25.txt new file mode 100644 index 0000000000000000000000000000000000000000..a800f919d400e6358e3ac3f5a1d1ba511308473b --- /dev/null +++ b/task_lite_clean_en/276/data/d1a174d894d27ba7_business_trip_summary_25.txt @@ -0,0 +1,15 @@ +[Business trip summary report] +Report Number: SR-025 +Business trip: Employee 6 +Business trip location: City 6 +Business trip date: 2024-01-22 +Number of days of trip: 6 days +Business trip expenses: ¥139000 +Fee details: + - Transportation fee: ¥33000 + - Accommodation fee: ¥16000 + - Catering fee: ¥17000 + - Other fees: ¥7000 +Business trip results: 3 sales opportunities +4 cooperation intentions +Information collection 14 \ No newline at end of file diff --git a/task_lite_clean_en/276/metadata.json b/task_lite_clean_en/276/metadata.json new file mode 100644 index 0000000000000000000000000000000000000000..69e33bbcfbeb86924024a3a539db77ef26b562a7 --- /dev/null +++ b/task_lite_clean_en/276/metadata.json @@ -0,0 +1,100 @@ +{ + "absolute_id": 276, + "persona": "Logistics Manager", + "task": "Based on the core information such as business_trip_summarysummaryreport.txt business_trip_summary_21.txt business_trip_summary_22.txt business_trip_summary_23.txt business_trip_summary_24.txt documents_extract_traveler_expenses_trip_results_generated by/desktop/manage/travel_management/summary_reports/according to the dimension summarystatistics, saved under the desktop.", + "task_diff": "easy", + "output_files": [ + "business_trip_summarysummaryreport.txt" + ], + "rubrics": [ + "Is the output file/desktop/manage/travel_management/summary_reports/and is it readable?", + "Does the report include three core dimensions: basic business trip information, expense breakdown, and business trip results?", + "Does the basic information sheet contain 5 travel records, corresponding to the five report numbers SR-021 to SR-025?", + "Is the total number of travelers in the basic information summary 5 people, the total trip length is 20 days, and the average trip length is 4 days/person?", + "Is the total cost of the 5 travelers, transportation, lodging, food and beverages, and other expenses fully included in the cost breakdown?", + "Is the total cost of travel ¥607000, the total cost of transportation ¥215000, and the total cost of accommodation ¥139000?", + "Does the total cost of food and beverages total ¥90,000, and other costs total ¥31,000?", + "Does the cost analysis average ¥121400 per traveler and ¥30350 per traveler per day?", + "Does the Business Trip Outcome Sheet include the full number of opportunities, intentions, and information gathered by the 5 business travelers?", + "Are there 15 total sales opportunities, 18 total cooperation intentions, and 50 total information collection in the total business trip results?", + "Is the average number of sales opportunities per person in the results analysis 3/person, and the average number of information collected per person is 10/person?", + "Is the total trip 20 days clearly stated in the overall conclusion, with a total cost of 607,000 yuan?", + "Are 15 sales opportunities, 18 intentions to collaborate, and 50 information collections clearly stated in the overall conclusion?", + "Accurately extracted information for employee 2: Travel city 2, 2 days trip, total cost ¥141000?", + "Did you accurately extract the information for employee 3: ¥56000 for transportation, ¥27000 for accommodation, and 1 sales opportunity?", + "Have you accurately extracted the information of employee 4: the total cost is ¥85000, the food and beverage cost is ¥22000, and the cooperation intention is 2?", + "Does the report include an analysis of the proportion of expenses, clearly indicating that transportation costs account for 35.42%?", + "Are all 5 source files fully extracted and missing?", + "Expense ratio Are all the calculated values accurate and account for 100% of the total?", + "Does the generated summary report open properly without formatting or missing content?" + ], + "rubric_types": [ + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Process Evaluation", + "Outcome Evaluation", + "Basic Evaluation" + ], + "file_dep_graph": [ + { + "from": "business_trip_summary_21.txt", + "to": "business_trip_summarysummaryreport.txt" + }, + { + "from": "business_trip_summary_22.txt", + "to": "business_trip_summarysummaryreport.txt" + }, + { + "from": "business_trip_summary_23.txt", + "to": "business_trip_summarysummaryreport.txt" + }, + { + "from": "business_trip_summary_24.txt", + "to": "business_trip_summarysummaryreport.txt" + }, + { + "from": "business_trip_summary_25.txt", + "to": "business_trip_summarysummaryreport.txt" + } + ], + "data_manifest": [ + { + "filename": "business_trip_summary_21.txt", + "stored_relpath": "data/0ca840df6b699c51_business_trip_summary_21.txt" + }, + { + "filename": "business_trip_summary_22.txt", + "stored_relpath": "data/2bc72a836c4496c7_business_trip_summary_22.txt" + }, + { + "filename": "business_trip_summary_23.txt", + "stored_relpath": "data/5af4603f48b00124_business_trip_summary_23.txt" + }, + { + "filename": "business_trip_summary_24.txt", + "stored_relpath": "data/be307421c11f9392_business_trip_summary_24.txt" + }, + { + "filename": "business_trip_summary_25.txt", + "stored_relpath": "data/d1a174d894d27ba7_business_trip_summary_25.txt" + } + ], + "tested_capabilities": [ + "Workspace Exploration" + ] +} diff --git a/task_lite_clean_en/277/data/9372683673dd8dc1_apparel_sales_management_system.xlsx b/task_lite_clean_en/277/data/9372683673dd8dc1_apparel_sales_management_system.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..d92bebfc0dfe657011b26caa34d6709a60e6d43e --- /dev/null +++ b/task_lite_clean_en/277/data/9372683673dd8dc1_apparel_sales_management_system.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:9372683673dd8dc1e0c98707a642f734a54370bf4dc4d23bad40f6c4627b688b +size 52357 diff --git a/task_lite_clean_en/277/metadata.json b/task_lite_clean_en/277/metadata.json new file mode 100644 index 0000000000000000000000000000000000000000..e94cf32fbffa0167a667a8485cadbe6afd5039fd --- /dev/null +++ b/task_lite_clean_en/277/metadata.json @@ -0,0 +1,74 @@ +{ + "absolute_id": 277, + "persona": "Operations Manager", + "task": "Based on the documents of the clothing sales management system, five types of core business data including sales transactions, personnel performance, product files, purchase details, and personnel information are extracted. Through data cleaning, cross-table correlation, and index calculation, two output files are generated: a Markdown format operation analysis report containing overall overview, personnel analysis, product analysis, purchase analysis, and operation recommendations, and an Excel format data summary table containing sales personnel performance, product sales summary, department performance, product profitability, and core indicators. All output files are uniformly saved to/under the clothing retail/raw_data/sales_management month operation analysis directory.", + "task_diff": "medium", + "output_files": [ + "apparel_sales_management_system_2018_year_8_monthoperations_analysisreport.md", + "apparel_sales_august_data_summary.xlsx" + ], + "rubrics": [ + "Is the total sales in the operational analysis report 1233140.00 yuan?", + "Is the total number of sales orders in the operational analysis report 66 orders?", + "Is the total number of sales in the operational analysis report 4,285?", + "Is the consolidated gross profit margin in the operational analysis report 29.81%?", + "Is the number of sales participants in the operational analysis report 10?", + "Does the Excel Datasheet Core Metrics Worksheet contain 11 metric records?", + "Is the Sales Performance worksheet included in the Excel data summary table in descending order by sales?", + "Are departmental performance summary worksheets included in Excel data summary sheets?", + "Does the Excel data summary table include a product sales summary worksheet?", + "Is Zhou Jing the first in the total sales in the sales performance table, and is the sales volume greater than 200,000 yuan?", + "Is the total sales of one of the sales in the department performance summary higher than the other departments?", + "Is the sales contribution of the top 5 products in the product analysis more than 50% of the total sales?", + "Is there an indication of the number of undersold items in the report?", + "Does the report contain operational recommendations in four areas: people management, commodity strategy, inventory management, and performance improvement?", + "Does the gross profit margin calculation for each commodity in the commodity profit analysis retain two decimal places?", + "Does the purchase classification statistics contain purchase information for 5 commodity categories?", + "Are sales transactions, personnel performance, product files, purchase details, and personnel information fully extracted?", + "Have all 66 active sales records been retained after data cleansing, with no missing amount and date records removed?" + ], + "rubric_types": [ + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Basic Evaluation", + "Basic Evaluation", + "Basic Evaluation", + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Outcome Evaluation", + "Basic Evaluation", + "Process Evaluation", + "Process Evaluation" + ], + "file_dep_graph": [ + { + "from": "apparel_sales_management_system.xlsx", + "to": "apparel_sales_august_data_summary.xlsx" + }, + { + "from": "apparel_sales_management_system.xlsx", + "to": "apparel_sales_management_system_2018_year_8_monthoperations_analysisreport.md" + }, + { + "from": "apparel_sales_august_data_summary.xlsx", + "to": "apparel_sales_management_system_2018_year_8_monthoperations_analysisreport.md" + } + ], + "data_manifest": [ + { + "filename": "apparel_sales_management_system.xlsx", + "stored_relpath": "data/9372683673dd8dc1_apparel_sales_management_system.xlsx" + } + ], + "tested_capabilities": [ + "Workspace Exploration", + "Result-Providing Files Utilization" + ] +} diff --git a/task_lite_clean_en/278/data/8bf8772dfe2f0776_inventory_sales_purchase_data.xlsx b/task_lite_clean_en/278/data/8bf8772dfe2f0776_inventory_sales_purchase_data.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..a7339bcf4724c352e44f9f4e42e38bc4089f35f8 --- /dev/null +++ b/task_lite_clean_en/278/data/8bf8772dfe2f0776_inventory_sales_purchase_data.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:8bf8772dfe2f07760740b4d7011399c2cb747c2ef04e3278abf3c49904fb7070 +size 44978 diff --git a/task_lite_clean_en/278/metadata.json b/task_lite_clean_en/278/metadata.json new file mode 100644 index 0000000000000000000000000000000000000000..bcf28ae148027cae587305007b89dbbd371a9279 --- /dev/null +++ b/task_lite_clean_en/278/metadata.json @@ -0,0 +1,69 @@ +{ + "absolute_id": 278, + "persona": "Operations Manager", + "task": "Based on the analysis_of the core information_such as data category_key indicator values_classified by data type statistics_check datacomplete_no missing key fields_and including indicators such as the total number of commodity categories_total purchase quantity_total purchase amount, etc., the analysisreport file inventory_sales_purchase_data_analysis_report.md containing the results of datastatistics and the conclusion of the comprehensive verification is generated and saved to the/operation data statistics directory.", + "task_diff": "medium", + "output_files": [ + "inventory_sales_purchase_data_analysis_report.md" + ], + "rubrics": [ + "inventory_sales_purchase_data_analysis_report.md Was the file successfully generated and the content fully readable?", + "Does the data overview section of the report correctly state that the data source is the data of the purchase and sale inventory management system, and the statistical cycle is 2017?", + "Did the report correctly identify 6 data tables (data overview, commodity information statistics, purchase statistics, sales statistics, inventory statistics, customers and suppliers) and count the number of valid data rows for each table? The results were: data overview 3 rows, commodity information statistics 11 rows, purchase statistics 11 rows, sales statistics 11 rows, inventory statistics 11 rows, customers and suppliers 4 rows?", + "Is the total number of products correctly counted in the commodity information statistics table as 11, including 1 mobile phone, 1 computer, and 9 notebooks?", + "Is it correctly given in the commodity information statistics that the purchase unit price range is 4800 ~ 5000 yuan and the sales unit price range is 5248 ~ 5588 yuan?", + "Is it correct to count the total purchase quantity of 160 pieces and the total purchase amount of 680850 yuan in the purchase statistics?", + "In the purchase statistics, are the suppliers correctly distributed as 1 commodity of XX Technology and 10 commodities of XX Electronics?", + "Is it correct to count in the sales statistics that the total number of sales is 52, the total sales amount is 277116 yuan, and the total net profit is 24976 yuan?", + "Is it correct in the sales statistics to point out that the number of sales of CPA010 and CPA011 is 0, and there is no sales record?", + "Is it correctly recorded in the inventory statistics that the current total inventory quantity is 113 pieces, of which 73 pieces are in stock for 9 kinds of normal sales items and 40 pieces are in stock for 2 kinds of unsold items?", + "Is it correct in the inventory statistics to point out that the undersold items are CPA010 and CPA011, with 20 pieces in stock each?", + "Are 2 customers and 2 suppliers correctly counted in the table of customers and suppliers?", + "Does the consistency check section check all 11 items one by one and verify that all items meet the \"Inventory Quantity = Purchased Quantity - Sales Quantity\", and all the data are consistent?", + "Is the data integrity check part correctly stated that the number of missing values in all key fields of all 5 business data tables in this analysis is 0, and the data integrity rate is 100%?", + "Does the summary table of core business indicators include a total of 12 indicators: the number of product categories, the total number of purchases, the total purchase amount, the total sales amount, the total sales amount, the total net profit, the current total inventory, the number of unsold goods, the proportion of unsold inventory, the number of customers, the number of suppliers, and the data completion rate?", + "Is the proportion of slow-moving inventory in the summary of core indicators correctly calculated to be 35.4%?", + "Does the Summary and Suggestions section point out that 2 notebook items are under-sold, accounting for 35.4% of the total inventory, and it is recommended to promote the clearance of inventory?", + "Summary and recommendations Did you mention that mobile phone category 1 contributed 28.2% of the total net profit, suggesting to increase the richness of mobile phone category?", + "Does the report follow a similar structure of \"Data Overview - Core Information for Each Data Sheet - Data Consistency Check - Integrity Check - Summary of Core Indicators - Summary Recommendations\" with a clear hierarchy?", + "Does the reporting format have a clear hierarchy of titles and use tables to present statistical results?" + ], + "rubric_types": [ + "Basic Evaluation", + "Basic Evaluation", + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Basic Evaluation" + ], + "file_dep_graph": [ + { + "from": "inventory_sales_purchase_data.xlsx", + "to": "inventory_sales_purchase_data_analysis_report.md" + } + ], + "data_manifest": [ + { + "filename": "inventory_sales_purchase_data.xlsx", + "stored_relpath": "data/8bf8772dfe2f0776_inventory_sales_purchase_data.xlsx" + } + ], + "tested_capabilities": [ + "Workspace Exploration", + "Result-Providing Files Utilization" + ] +} diff --git a/task_lite_clean_en/281/data/5def9abaa38d55b8_kaima_b_2021_annualannual_report.xlsx b/task_lite_clean_en/281/data/5def9abaa38d55b8_kaima_b_2021_annualannual_report.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..04206092dc4673611171259e1a810f77a02ad9a7 --- /dev/null +++ b/task_lite_clean_en/281/data/5def9abaa38d55b8_kaima_b_2021_annualannual_report.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:5def9abaa38d55b850f36cd3bca51c5363468cbf07fe7e4cf3e15bbad677244c +size 8030 diff --git a/task_lite_clean_en/281/metadata.json b/task_lite_clean_en/281/metadata.json new file mode 100644 index 0000000000000000000000000000000000000000..d09e8b5f2d048c69f1f240ca8e540050d17aadb3 --- /dev/null +++ b/task_lite_clean_en/281/metadata.json @@ -0,0 +1,72 @@ +{ + "absolute_id": 281, + "persona": "Researcher", + "task": "From the full text of Kaima's 2021 annual statement, locate discrete chapters such as \"Operational Discussion and Analysis\", \"Consolidated Income Statement and Notes\", \"Subsidiary Operational Information\", \"Risk Alerts\", \"Production and Marketing Data Disclosure\" (need to identify chapter relevance through semantic correlation, rather than relying on explicit catalogues), complete the following analysis and generate a report: Revenue Structure Analysis: Extract the revenue proportion of each product/business line, regional revenue distribution, Cite the income statement data and the notes, embed the business line description text; interpret the production and marketing data: collate the production, sales, and inventory data of the main products, combine the analysis of the matching degree of production and marketing in the \"business discussion\", and verify the production and marketing logic through contextual correlation (corresponding to time and product model); profit and loss of subsidiaries: extract the revenue and net profit of the core subsidiaries from the \"long-term equity investment\" and \"subsidiary situation\" chapters, and analyze the profit/loss of subsidiaries to the parent company as a whole. Impact of performance; Risk assessment: classify and sort out market risk, operational risk, financial risk, related revenue decline, cash flow shortage and other data to form risk conduction analysis; Comprehensive conclusion generation: derive new knowledge based on the above analysis (such as \"revenue depends on heavy-duty vehicle business, and the decline in sales of this business causes overall revenue pressure\"), and finally form a structured and fully supported Markdown format analysis report, which is archived on the designated desktop.", + "task_diff": "medium", + "output_files": [ + "kaima_b2021annualoperations_in_depthanalysisreport.md.md" + ], + "rubrics": [ + "Is the report file saved in Markdown format with a clear multi-level header structure (at least 5 + first-level headers)?", + "Is the total operating income disclosed in the report for 2021 3987,968,708.00 yuan (about 3.988 billion yuan), and is the attributable net profit - 178,151,998.89 yuan?", + "Does the report accurately list the operating income of trucks, internal combustion engines, trade and other three major products as 3.109 billion yuan, 718 million yuan and 205 million yuan, respectively?", + "Does the report accurately calculate that truck revenue accounts for 80.73% and internal combustion engine accounts for 18.62%?", + "Does the production and sales data section accurately list the output of trucks: 69,619 units, sales: 68,729 units, inventory: 4,783 units, the output of internal combustion engines: 265,839 units, sales: 253,277 units, and inventory: 56,129 units?", + "Does the production and marketing analysis part calculate that the production and sales rate of trucks is 98.72%, and the production and sales rate of internal combustion engines is 95.27%?", + "In the overall vehicle sales structure, is it accurate to list 640 units (-57.30% year-on-year), 26855 units of light trucks (-21.48% year-on-year), and 41234 units of micro cards (+51.43% year-on-year)?", + "Does the subsidiary part accurately list the net profit of Shandong Kaima Automobile - 83.43 million yuan, Huayuan Laidong - 73.5 million yuan, Wuxi Kaima + 10.6 million yuan, Nanchang Kaima - 33.27 million yuan?", + "Does the subsidiary analysis section point out that 3 of the four core subsidiaries have losses, with a total loss of 19.02 million yuan, and only 1 is profitable?", + "Does the subsidiary analysis part indicate that the net loss of the core subsidiary is about 180 million yuan, which is basically consistent with the parent company's attributable net profit of -178 million yuan?", + "Is the risk classification part clearly divided into three categories: market risk, operational risk, and financial risk?", + "Did the risk assessment mention the risk of an inventory backlog of 56,129 internal combustion engines at the end of the period, accounting for 22.16% of annual sales?", + "Was it mentioned in the risk assessment that the net operating cash flow in 2021 was 251 million yuan, and monetary funds decreased by 288 million yuan from the previous year, a decrease of 35.21%?", + "Does the risk conduction analysis tease out a complete conduction path from downward market demand to operating losses to cash flow constraints?", + "Does the comprehensive conclusion section point out that the company's revenue is 80.73% dependent on the trucking business, and the single product structure has a weak ability to resist risks?", + "Does the report include a data traceability section at the end of the report to clarify each data source?", + "Does the report show revenue data by quarter, indicating that revenue in the fourth quarter was only 57% of the second quarter, indicating weak demand in the second half of the year?", + "Does the report state that Nanchang Kaima has a net asset of -12.2 million yuan, is insolvent, and is a non-performing asset?", + "Does the report mention a total of 997 million yuan in restricted assets, including 386 million yuan in financing margin and 48 million yuan in frozen funds?", + "Is the analysis logic consistent, such as the mismatch between the production and sales of internal combustion engines and the logic of the loss of the subsidiary Huayuanlai Dynamics?", + "Does the report fully cover the five required modules of revenue structure analysis, production and marketing data interpretation, profit and loss combing of subsidiaries, risk assessment, and comprehensive conclusion generation?" + ], + "rubric_types": [ + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Outcome Evaluation", + "Basic Evaluation", + "Process Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Outcome Evaluation", + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Outcome Evaluation" + ], + "file_dep_graph": [ + { + "from": "kaima_b_2021_annualannual_report.xlsx", + "to": "kaima_b2021annualoperations_in_depthanalysisreport.md.md" + } + ], + "data_manifest": [ + { + "filename": "kaima_b_2021_annualannual_report.xlsx", + "stored_relpath": "data/5def9abaa38d55b8_kaima_b_2021_annualannual_report.xlsx" + } + ], + "tested_capabilities": [ + "Task-Providing File Utilization", + "Lineage Tracing", + "Semantic Content Relations Understanding" + ] +} diff --git a/task_lite_clean_en/284/data/7bb4b62f79e736a5_monthly_mandatory_metrics.xlsx b/task_lite_clean_en/284/data/7bb4b62f79e736a5_monthly_mandatory_metrics.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..2099da5bda063c9c8245ae6ef84ee54f700bb019 --- /dev/null +++ b/task_lite_clean_en/284/data/7bb4b62f79e736a5_monthly_mandatory_metrics.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:7bb4b62f79e736a57f38ad8769d80abd0de9ff65e01dd09f1f3ff72fe82568c0 +size 7551 diff --git a/task_lite_clean_en/284/data/8c12ec042709334a_detailed_weekly_report.xlsx b/task_lite_clean_en/284/data/8c12ec042709334a_detailed_weekly_report.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..d5860694feecf9aa394970437a91e6fc340bd4cb --- /dev/null +++ b/task_lite_clean_en/284/data/8c12ec042709334a_detailed_weekly_report.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:8c12ec042709334a1094331c6cb8fc600ce39ab000ea3b7e2e78029786fe689d +size 9704 diff --git a/task_lite_clean_en/284/data/a8d2d60cd580d363_weekly_promotion_collaboration_plan_name.xlsx b/task_lite_clean_en/284/data/a8d2d60cd580d363_weekly_promotion_collaboration_plan_name.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..d2b98011df9c47ff73f2f8d0f438c3bc4a57ff2b --- /dev/null +++ b/task_lite_clean_en/284/data/a8d2d60cd580d363_weekly_promotion_collaboration_plan_name.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:a8d2d60cd580d36363fb28a8ad3de8b0c14e44b42389d1c6378c0e66cf518ebc +size 7198 diff --git a/task_lite_clean_en/284/data/c082e63cc314a7bc_general_weekly_work_plan.xlsx b/task_lite_clean_en/284/data/c082e63cc314a7bc_general_weekly_work_plan.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..c9c7db973ba1007ea8a283deee90984afa8c2b2f --- /dev/null +++ b/task_lite_clean_en/284/data/c082e63cc314a7bc_general_weekly_work_plan.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:c082e63cc314a7bc136fb062bc5b773e3b3ef9d8b9d75834dca0c4d276f83ea8 +size 6576 diff --git a/task_lite_clean_en/284/data/e72c938c76a6a63a__work_plan_taobao_quarterly_operations_plan_template.xlsx b/task_lite_clean_en/284/data/e72c938c76a6a63a__work_plan_taobao_quarterly_operations_plan_template.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..a98662055c91f2b8ab569f94f1a7e142aed88263 --- /dev/null +++ b/task_lite_clean_en/284/data/e72c938c76a6a63a__work_plan_taobao_quarterly_operations_plan_template.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:e72c938c76a6a63a0959949d118efbc15b49367bc7be705db2437a0b3979bbfc +size 11932 diff --git a/task_lite_clean_en/284/metadata.json b/task_lite_clean_en/284/metadata.json new file mode 100644 index 0000000000000000000000000000000000000000..2e745e0217c35959a6fe8babd5833a980e307512 --- /dev/null +++ b/task_lite_clean_en/284/metadata.json @@ -0,0 +1,90 @@ +{ + "absolute_id": 284, + "persona": "Operations Manager", + "task": "Please extract the_8_items of work_that have been completed this week from the work_plan and organize them into a plain text list_output as weekly_completed_work_checklist.txt.", + "task_diff": "medium", + "output_files": [ + "weekly_completed_work_checklist.txt" + ], + "rubrics": [ + "Generate weekly_completed_work_checklist.txt successfully?", + "Does the output file contain exactly 8 pieces of work that have been completed this week?", + "Article 1 Is the work content accurately \"website homepage content update and maintenance\"?", + "Article 2 Is the work content accurate for \"Completing and publishing 3 industry soft articles\"?", + "Article 3 Is the content of the work accurately \"forum promotion post publishing and interactive maintenance (5 forums)\"?", + "Article 4 Is the work content accurately \"QQ group user operation and demand collection\"?", + "Article 5 Is the content of the work accurately \"friendly link exchange (3 new ones)\"?", + "Article 6 Is the work content accurate as \"website data statistics and analysis this week\"?", + "Article 7 Is the content of the work accurately \"planning the first draft of the promotion next week\"?", + "Article 8 Is the work content accurate for \"Taobao U station activity platform free registration\"?", + "Is the output file in plain text format, with each piece of work on a separate line?", + "Whether the output file uses the format of digits plus English dots (1.2....) for each job number?", + "Does the output list not contain any work from next week's work plan?", + "Are all work contents exactly the same as the description in the \"This Week's Work Content\" area in general_weekly_work_plan.xls?", + "Does each piece of work retain all of the information (including brackets) in the original description in its entirety?", + "Is there an extra blank line or irrelevant caption in the document?", + "Are all 8 jobs extracted from this week's work content area and not mixed into next week's work plan?" + ], + "rubric_types": [ + "Basic Evaluation", + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Process Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Basic Evaluation", + "Process Evaluation" + ], + "file_dep_graph": [ + { + "from": "work_plan_taobao_quarterly_operations_plan_template.xlsx", + "to": "general_weekly_work_plan.xlsx" + }, + { + "from": "monthly_mandatory_metrics.xlsx", + "to": "general_weekly_work_plan.xlsx" + }, + { + "from": "general_weekly_work_plan.xlsx", + "to": "detailed_weekly_report.xlsx" + }, + { + "from": "general_weekly_work_plan.xlsx", + "to": "weekly_promotion_collaboration_plan_name.xlsx" + } + ], + "data_manifest": [ + { + "filename": "_work_plan_taobao_quarterly_operations_plan_template.xlsx", + "stored_relpath": "data/e72c938c76a6a63a__work_plan_taobao_quarterly_operations_plan_template.xlsx" + }, + { + "filename": "general_weekly_work_plan.xlsx", + "stored_relpath": "data/c082e63cc314a7bc_general_weekly_work_plan.xlsx" + }, + { + "filename": "detailed_weekly_report.xlsx", + "stored_relpath": "data/8c12ec042709334a_detailed_weekly_report.xlsx" + }, + { + "filename": "monthly_mandatory_metrics.xlsx", + "stored_relpath": "data/7bb4b62f79e736a5_monthly_mandatory_metrics.xlsx" + }, + { + "filename": "weekly_promotion_collaboration_plan_name.xlsx", + "stored_relpath": "data/a8d2d60cd580d363_weekly_promotion_collaboration_plan_name.xlsx" + } + ], + "tested_capabilities": [ + "Workspace Exploration" + ] +} diff --git a/task_lite_clean_en/286/data/2933c0d23f10c815_IntegrationTest_4.java b/task_lite_clean_en/286/data/2933c0d23f10c815_IntegrationTest_4.java new file mode 100644 index 0000000000000000000000000000000000000000..d03305c8fae561d9386a8fa85c61ceeb97ca74b6 --- /dev/null +++ b/task_lite_clean_en/286/data/2933c0d23f10c815_IntegrationTest_4.java @@ -0,0 +1,60 @@ +import org.junit.jupiter.api.Test; +import org.junit.jupiter.api.DisplayName; +import org.springframework.beans.factory.annotation.Autowired; +import org.springframework.boot.test.autoconfigure.web.servlet.AutoConfigureMockMvc; +import org.springframework.boot.test.context.SpringBootTest; +import org.springframework.test.web.servlet.MockMvc; + +import static org.springframework.test.web.servlet.request.MockMvcRequestBuilders.*; +import static org.springframework.test.web.servlet.result.MockMvcResultMatchers.*; + +@SpringBootTest +@AutoConfigureMockMvc +@DisplayName("Integration Test Suite CLASS") +class IntegrationTest_4 { + + @Autowired + private MockMvc mockMvc; + + @Test + @DisplayName("Should get all entities via REST endpoint") + void testGetAllEntities() throws Exception { + mockMvc.perform(get("/api/v1/entities")) + .andExpect(status().isOk()) + .andExpect(jsonPath("$.data").isArray()); + } + + @Test + @DisplayName("Should create entity via REST endpoint") + void testCreateEntity() throws Exception { + mockMvc.perform(post("/api/v1/entities") + .contentType("application/json") + .content("{\"name\": \"Test Entity\", \"status\": \"ACTIVE\"}")) + .andExpect(status().isCreated()) + .andExpect(jsonPath("$.id").exists()); + } + + @Test + @DisplayName("Should get entity by id via REST endpoint") + void testGetEntityById() throws Exception { + mockMvc.perform(get("/api/v1/entities/1")) + .andExpect(status().isOk()) + .andExpect(jsonPath("$.id").value(1)); + } + + @Test + @DisplayName("Should update entity via REST endpoint") + void testUpdateEntity() throws Exception { + mockMvc.perform(put("/api/v1/entities/1") + .contentType("application/json") + .content("{\"name\": \"Updated Entity\", \"status\": \"ACTIVE\"}")) + .andExpect(status().isOk()); + } + + @Test + @DisplayName("Should delete entity via REST endpoint") + void testDeleteEntity() throws Exception { + mockMvc.perform(delete("/api/v1/entities/1")) + .andExpect(status().isNoContent()); + } +} \ No newline at end of file diff --git a/task_lite_clean_en/286/data/3af943bc3d3e41d8_IntegrationTest_1.java b/task_lite_clean_en/286/data/3af943bc3d3e41d8_IntegrationTest_1.java new file mode 100644 index 0000000000000000000000000000000000000000..3ef30a5f2f292b788496da0ec273066dc766a76e --- /dev/null +++ b/task_lite_clean_en/286/data/3af943bc3d3e41d8_IntegrationTest_1.java @@ -0,0 +1,60 @@ +import org.junit.jupiter.api.Test; +import org.junit.jupiter.api.DisplayName; +import org.springframework.beans.factory.annotation.Autowired; +import org.springframework.boot.test.autoconfigure.web.servlet.AutoConfigureMockMvc; +import org.springframework.boot.test.context.SpringBootTest; +import org.springframework.test.web.servlet.MockMvc; + +import static org.springframework.test.web.servlet.request.MockMvcRequestBuilders.*; +import static org.springframework.test.web.servlet.result.MockMvcResultMatchers.*; + +@SpringBootTest +@AutoConfigureMockMvc +@DisplayName("Integration Test Suite CLASS") +class IntegrationTest_1 { + + @Autowired + private MockMvc mockMvc; + + @Test + @DisplayName("Should get all entities via REST endpoint") + void testGetAllEntities() throws Exception { + mockMvc.perform(get("/api/v1/entities")) + .andExpect(status().isOk()) + .andExpect(jsonPath("$.data").isArray()); + } + + @Test + @DisplayName("Should create entity via REST endpoint") + void testCreateEntity() throws Exception { + mockMvc.perform(post("/api/v1/entities") + .contentType("application/json") + .content("{\"name\": \"Test Entity\", \"status\": \"ACTIVE\"}")) + .andExpect(status().isCreated()) + .andExpect(jsonPath("$.id").exists()); + } + + @Test + @DisplayName("Should get entity by id via REST endpoint") + void testGetEntityById() throws Exception { + mockMvc.perform(get("/api/v1/entities/1")) + .andExpect(status().isOk()) + .andExpect(jsonPath("$.id").value(1)); + } + + @Test + @DisplayName("Should update entity via REST endpoint") + void testUpdateEntity() throws Exception { + mockMvc.perform(put("/api/v1/entities/1") + .contentType("application/json") + .content("{\"name\": \"Updated Entity\", \"status\": \"ACTIVE\"}")) + .andExpect(status().isOk()); + } + + @Test + @DisplayName("Should delete entity via REST endpoint") + void testDeleteEntity() throws Exception { + mockMvc.perform(delete("/api/v1/entities/1")) + .andExpect(status().isNoContent()); + } +} \ No newline at end of file diff --git a/task_lite_clean_en/286/data/5bd555fe4f9d337b_IntegrationTest_5.java b/task_lite_clean_en/286/data/5bd555fe4f9d337b_IntegrationTest_5.java new file mode 100644 index 0000000000000000000000000000000000000000..0e8676a11eec52348f73398ca1cef22ff9c58bf7 --- /dev/null +++ b/task_lite_clean_en/286/data/5bd555fe4f9d337b_IntegrationTest_5.java @@ -0,0 +1,60 @@ +import org.junit.jupiter.api.Test; +import org.junit.jupiter.api.DisplayName; +import org.springframework.beans.factory.annotation.Autowired; +import org.springframework.boot.test.autoconfigure.web.servlet.AutoConfigureMockMvc; +import org.springframework.boot.test.context.SpringBootTest; +import org.springframework.test.web.servlet.MockMvc; + +import static org.springframework.test.web.servlet.request.MockMvcRequestBuilders.*; +import static org.springframework.test.web.servlet.result.MockMvcResultMatchers.*; + +@SpringBootTest +@AutoConfigureMockMvc +@DisplayName("Integration Test Suite CLASS") +class IntegrationTest_5 { + + @Autowired + private MockMvc mockMvc; + + @Test + @DisplayName("Should get all entities via REST endpoint") + void testGetAllEntities() throws Exception { + mockMvc.perform(get("/api/v1/entities")) + .andExpect(status().isOk()) + .andExpect(jsonPath("$.data").isArray()); + } + + @Test + @DisplayName("Should create entity via REST endpoint") + void testCreateEntity() throws Exception { + mockMvc.perform(post("/api/v1/entities") + .contentType("application/json") + .content("{\"name\": \"Test Entity\", \"status\": \"ACTIVE\"}")) + .andExpect(status().isCreated()) + .andExpect(jsonPath("$.id").exists()); + } + + @Test + @DisplayName("Should get entity by id via REST endpoint") + void testGetEntityById() throws Exception { + mockMvc.perform(get("/api/v1/entities/1")) + .andExpect(status().isOk()) + .andExpect(jsonPath("$.id").value(1)); + } + + @Test + @DisplayName("Should update entity via REST endpoint") + void testUpdateEntity() throws Exception { + mockMvc.perform(put("/api/v1/entities/1") + .contentType("application/json") + .content("{\"name\": \"Updated Entity\", \"status\": \"ACTIVE\"}")) + .andExpect(status().isOk()); + } + + @Test + @DisplayName("Should delete entity via REST endpoint") + void testDeleteEntity() throws Exception { + mockMvc.perform(delete("/api/v1/entities/1")) + .andExpect(status().isNoContent()); + } +} \ No newline at end of file diff --git a/task_lite_clean_en/286/data/a25d3a9d6258e64d_IntegrationTest_3.java b/task_lite_clean_en/286/data/a25d3a9d6258e64d_IntegrationTest_3.java new file mode 100644 index 0000000000000000000000000000000000000000..7230cfed004ab1d70a7ceb33f7a3dc2b8e31e462 --- /dev/null +++ b/task_lite_clean_en/286/data/a25d3a9d6258e64d_IntegrationTest_3.java @@ -0,0 +1,60 @@ +import org.junit.jupiter.api.Test; +import org.junit.jupiter.api.DisplayName; +import org.springframework.beans.factory.annotation.Autowired; +import org.springframework.boot.test.autoconfigure.web.servlet.AutoConfigureMockMvc; +import org.springframework.boot.test.context.SpringBootTest; +import org.springframework.test.web.servlet.MockMvc; + +import static org.springframework.test.web.servlet.request.MockMvcRequestBuilders.*; +import static org.springframework.test.web.servlet.result.MockMvcResultMatchers.*; + +@SpringBootTest +@AutoConfigureMockMvc +@DisplayName("Integration Test Suite CLASS") +class IntegrationTest_3 { + + @Autowired + private MockMvc mockMvc; + + @Test + @DisplayName("Should get all entities via REST endpoint") + void testGetAllEntities() throws Exception { + mockMvc.perform(get("/api/v1/entities")) + .andExpect(status().isOk()) + .andExpect(jsonPath("$.data").isArray()); + } + + @Test + @DisplayName("Should create entity via REST endpoint") + void testCreateEntity() throws Exception { + mockMvc.perform(post("/api/v1/entities") + .contentType("application/json") + .content("{\"name\": \"Test Entity\", \"status\": \"ACTIVE\"}")) + .andExpect(status().isCreated()) + .andExpect(jsonPath("$.id").exists()); + } + + @Test + @DisplayName("Should get entity by id via REST endpoint") + void testGetEntityById() throws Exception { + mockMvc.perform(get("/api/v1/entities/1")) + .andExpect(status().isOk()) + .andExpect(jsonPath("$.id").value(1)); + } + + @Test + @DisplayName("Should update entity via REST endpoint") + void testUpdateEntity() throws Exception { + mockMvc.perform(put("/api/v1/entities/1") + .contentType("application/json") + .content("{\"name\": \"Updated Entity\", \"status\": \"ACTIVE\"}")) + .andExpect(status().isOk()); + } + + @Test + @DisplayName("Should delete entity via REST endpoint") + void testDeleteEntity() throws Exception { + mockMvc.perform(delete("/api/v1/entities/1")) + .andExpect(status().isNoContent()); + } +} \ No newline at end of file diff --git a/task_lite_clean_en/286/data/d2ab233b9c869033_IntegrationTest_2.java b/task_lite_clean_en/286/data/d2ab233b9c869033_IntegrationTest_2.java new file mode 100644 index 0000000000000000000000000000000000000000..52d520486efe3c0cf05498b4695732fb2a848428 --- /dev/null +++ b/task_lite_clean_en/286/data/d2ab233b9c869033_IntegrationTest_2.java @@ -0,0 +1,60 @@ +import org.junit.jupiter.api.Test; +import org.junit.jupiter.api.DisplayName; +import org.springframework.beans.factory.annotation.Autowired; +import org.springframework.boot.test.autoconfigure.web.servlet.AutoConfigureMockMvc; +import org.springframework.boot.test.context.SpringBootTest; +import org.springframework.test.web.servlet.MockMvc; + +import static org.springframework.test.web.servlet.request.MockMvcRequestBuilders.*; +import static org.springframework.test.web.servlet.result.MockMvcResultMatchers.*; + +@SpringBootTest +@AutoConfigureMockMvc +@DisplayName("Integration Test Suite CLASS") +class IntegrationTest_2 { + + @Autowired + private MockMvc mockMvc; + + @Test + @DisplayName("Should get all entities via REST endpoint") + void testGetAllEntities() throws Exception { + mockMvc.perform(get("/api/v1/entities")) + .andExpect(status().isOk()) + .andExpect(jsonPath("$.data").isArray()); + } + + @Test + @DisplayName("Should create entity via REST endpoint") + void testCreateEntity() throws Exception { + mockMvc.perform(post("/api/v1/entities") + .contentType("application/json") + .content("{\"name\": \"Test Entity\", \"status\": \"ACTIVE\"}")) + .andExpect(status().isCreated()) + .andExpect(jsonPath("$.id").exists()); + } + + @Test + @DisplayName("Should get entity by id via REST endpoint") + void testGetEntityById() throws Exception { + mockMvc.perform(get("/api/v1/entities/1")) + .andExpect(status().isOk()) + .andExpect(jsonPath("$.id").value(1)); + } + + @Test + @DisplayName("Should update entity via REST endpoint") + void testUpdateEntity() throws Exception { + mockMvc.perform(put("/api/v1/entities/1") + .contentType("application/json") + .content("{\"name\": \"Updated Entity\", \"status\": \"ACTIVE\"}")) + .andExpect(status().isOk()); + } + + @Test + @DisplayName("Should delete entity via REST endpoint") + void testDeleteEntity() throws Exception { + mockMvc.perform(delete("/api/v1/entities/1")) + .andExpect(status().isNoContent()); + } +} \ No newline at end of file diff --git a/task_lite_clean_en/286/metadata.json b/task_lite_clean_en/286/metadata.json new file mode 100644 index 0000000000000000000000000000000000000000..622f740e8aea99a66b1c400cb648ef5fe003dbb5 --- /dev/null +++ b/task_lite_clean_en/286/metadata.json @@ -0,0 +1,79 @@ +{ + "absolute_id": 286, + "persona": "Backend Developer", + "task": "Based on a total of 5 duplicate test files IntegrationTest_1.java~IntegrationTest_5.java in the integration test, first analyze the semantic association of the file content (all are /api/v1/entities endpoint CRUD tests), extract the general logic abstraction into the BaseEntityIntegrationTest base class (derived new abstract class files); secondly, 5 Allocate differentiated test dimensions (forward process/boundary value/abnormal scenario/concurrency/data consistency) to each test class, supplement corresponding test cases and implement data isolation, timeout assertion, request header verification; finally generate a complete refactored test code package (including base class + 5_differentiated test classes_output is EntityIntegrationTest_Suite.txt Save it to the /test case/refactoring results/ directory, and generate test_refactoring_notes.txt at the same time, clarifying the responsibilities of each test class, use case coverage, and reference relationships between files (code references of base class → subclass).", + "task_diff": "medium", + "output_files": [ + "EntityIntegrationTest_Suite.txt", + "test_refactoring_notes.txt" + ], + "rubrics": [ + "Does EntityIntegrationTest_Suite.txt contain the BaseEntityIntegrationTest abstraction base class, which includes MockMvc injection, the base_path constant, the generateTestId method, the getRequestWithHeaders method, the assertResponseTime method, and 5 generic CRUD methods?", + "Does EntityIntegrationTest_Suite.txt contain a total of 6 complete Java class files (1 base class + 5 test subclasses)?", + "Are two abstract methods setupTestData and cleanupTestData defined in BaseEntityIntegrationTest to reserve extension interfaces for subclasses?", + "Did all request methods add X-Request-ID and Content-Type request headers via getRequestWithHeaders?", + "Are all responses asserting a response time ≤ 500ms via assertResponseTime?", + "Does IntegrationTest_1 inherit from BaseEntityIntegrationTest and is responsible for forward process testing, including no less than 4 forward test cases?", + "Does IntegrationTest_2 inherit BaseEntityIntegrationTest, and the responsibility is boundary value testing, including 6 boundary test cases with empty name, maximum length name, overlong name, ID 0, overlarge ID, and special characters?", + "Does IntegrationTest_3 inherit BaseEntityIntegrationTest, and the responsibility is exception scenario testing, including non-existent ID query, invalid JSON, missing required fields, illegal status, duplicate deletion, update non-existent, missing Content-Type A total of 7 exception test cases?", + "Does each test case dynamically generate a unique test ID by combining the generateTestId with the UUID to achieve data isolation between tests?", + "test_refactoring_notes.txt Is the inheritance reference relationship diagram of base class → subclass \"1 to 5\" clearly described?", + "test_refactoring_notes.txt Are the responsibilities and complete use case list of each test class clearly marked?", + "test_refactoring_notes.txt Does the table list the three engineering optimization points of data isolation, timeout assertion, and request header verification?", + "Does the concurrent test method for IntegrationTest_4 have a 3000ms timeout wait set and an assertion success rate of ≥ 95%?", + "Does the count consistency test of IntegrationTest_5 verify that the total number increases by N after N entities are created, and the original value is restored after deletion?", + "Have all five test subcategories removed the original duplicate code, leaving only differentiated test cases and no code redundancy?", + "Do generic CRUD methods for base class encapsulation (createEntity, getEntityById, getAllEntities, updateEntity, deleteEntity) each include a response time assertion?", + "test_refactoring_notes.txt Has the original question been recorded: 5 copies of completely duplicated code, and the code volume is reduced by about 60% after refactoring?", + "Are all the code guide packages in EntityIntegrationTest_Suite.txt complete and grammatically correct and can be compiled with mvn test?" + ], + "rubric_types": [ + "Outcome Evaluation", + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Basic Evaluation", + "Basic Evaluation", + "Basic Evaluation", + "Process Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Outcome Evaluation", + "Basic Evaluation", + "Outcome Evaluation" + ], + "file_dep_graph": [], + "data_manifest": [ + { + "filename": "IntegrationTest_1.java", + "stored_relpath": "data/3af943bc3d3e41d8_IntegrationTest_1.java" + }, + { + "filename": "IntegrationTest_2.java", + "stored_relpath": "data/d2ab233b9c869033_IntegrationTest_2.java" + }, + { + "filename": "IntegrationTest_3.java", + "stored_relpath": "data/a25d3a9d6258e64d_IntegrationTest_3.java" + }, + { + "filename": "IntegrationTest_4.java", + "stored_relpath": "data/2933c0d23f10c815_IntegrationTest_4.java" + }, + { + "filename": "IntegrationTest_5.java", + "stored_relpath": "data/5bd555fe4f9d337b_IntegrationTest_5.java" + } + ], + "tested_capabilities": [ + "Workspace Exploration", + "Task-Providing File Utilization", + "Lineage Tracing", + "Semantic Content Relations Understanding" + ] +} diff --git a/task_lite_clean_en/287/data/7bb4b62f79e736a5_monthly_mandatory_metrics.xlsx b/task_lite_clean_en/287/data/7bb4b62f79e736a5_monthly_mandatory_metrics.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..2099da5bda063c9c8245ae6ef84ee54f700bb019 --- /dev/null +++ b/task_lite_clean_en/287/data/7bb4b62f79e736a5_monthly_mandatory_metrics.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:7bb4b62f79e736a57f38ad8769d80abd0de9ff65e01dd09f1f3ff72fe82568c0 +size 7551 diff --git a/task_lite_clean_en/287/data/8c12ec042709334a_detailed_weekly_report.xlsx b/task_lite_clean_en/287/data/8c12ec042709334a_detailed_weekly_report.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..d5860694feecf9aa394970437a91e6fc340bd4cb --- /dev/null +++ b/task_lite_clean_en/287/data/8c12ec042709334a_detailed_weekly_report.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:8c12ec042709334a1094331c6cb8fc600ce39ab000ea3b7e2e78029786fe689d +size 9704 diff --git a/task_lite_clean_en/287/data/a8d2d60cd580d363_weekly_promotion_collaboration_plan_name.xlsx b/task_lite_clean_en/287/data/a8d2d60cd580d363_weekly_promotion_collaboration_plan_name.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..d2b98011df9c47ff73f2f8d0f438c3bc4a57ff2b --- /dev/null +++ b/task_lite_clean_en/287/data/a8d2d60cd580d363_weekly_promotion_collaboration_plan_name.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:a8d2d60cd580d36363fb28a8ad3de8b0c14e44b42389d1c6378c0e66cf518ebc +size 7198 diff --git a/task_lite_clean_en/287/data/c082e63cc314a7bc_general_weekly_work_plan.xlsx b/task_lite_clean_en/287/data/c082e63cc314a7bc_general_weekly_work_plan.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..c9c7db973ba1007ea8a283deee90984afa8c2b2f --- /dev/null +++ b/task_lite_clean_en/287/data/c082e63cc314a7bc_general_weekly_work_plan.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:c082e63cc314a7bc136fb062bc5b773e3b3ef9d8b9d75834dca0c4d276f83ea8 +size 6576 diff --git a/task_lite_clean_en/287/data/e72c938c76a6a63a__work_plan_taobao_quarterly_operations_plan_template.xlsx b/task_lite_clean_en/287/data/e72c938c76a6a63a__work_plan_taobao_quarterly_operations_plan_template.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..a98662055c91f2b8ab569f94f1a7e142aed88263 --- /dev/null +++ b/task_lite_clean_en/287/data/e72c938c76a6a63a__work_plan_taobao_quarterly_operations_plan_template.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:e72c938c76a6a63a0959949d118efbc15b49367bc7be705db2437a0b3979bbfc +size 11932 diff --git a/task_lite_clean_en/287/metadata.json b/task_lite_clean_en/287/metadata.json new file mode 100644 index 0000000000000000000000000000000000000000..34d2242f6f4c9af20aff9a8124d2d4901bddf25a --- /dev/null +++ b/task_lite_clean_en/287/metadata.json @@ -0,0 +1,123 @@ +{ + "absolute_id": 287, + "persona": "Operations Manager", + "task": "Please generate a complete quarterly_operations_execution_overview_report.md based on the document in work_plan_and automatically link short-term plan_weekly report data_monthly metrics_promotion cooperation_quarterly plan_through content understanding, and mark the document blood relationship of each data source.", + "task_diff": "hard", + "output_files": [ + "quarterly_operations_execution_overview_report.md" + ], + "rubrics": [ + "Is the output file quarterly_operations_execution_overview_report.md?", + "Does the report contain Chapter 2 'Overall Quarterly Targets', in which the quarterly sales target is 1 million yuan, which is broken down into 300,000 yuan in October, 400,000 yuan in November, and 300,000 yuan in December?", + "Does the report contain Chapter 3 'Monthly Hard Indicators', in which the paid promotion ROI target value is more than 1: 3, the current completion value is 1: 3.2, and the completion rate is 106.7%?", + "In Chapter 3 of the report, Google PR value target PR4, complete PR4, is the completion rate 100%?", + "Does the report include Chapter 4 'Work Completion This Week (W42)' with 85 new registered members this week, up 12% sequentially?", + "In the fourth chapter of the report, is the completion rate of link exchange (3 new links) 97%?", + "Does the report contain Chapter 5 'Promotion Cooperation Progress', and the goal of this week's cooperation plan is to expand 3 partner media, complete 2 ad space swaps, and add 5 friendship links?", + "In Chapter 5 of the report, is the number of completed projects 4 (Industry Information Network A, Similar Websites D, High Weight Websites F, Industry Websites G)?", + "Does the report contain the Chapter 6 'Next Week (W43) Work Plan', and the total number of registered members of the plan has increased by 90, and the total number of members has exceeded 1300?", + "Does the report contain Chapter 7 'Logical Correlation Analysis', which contains three subsections: Semantic Correlation, Contextual Correlation, and Derived Correlation?", + "Does the semantic correlation table in Chapter 7 of the report contain a three-tier correlation structure of '→quarterly targets for→ monthly indicators for short-term tasks'?", + "Does the report contain a Chapter 8 'Data Kinship Checklist' and each record in the checklist is labeled with the source file name and data type?", + "Is it recorded in the data lineage list that the 'monthly hard indicators' originate from monthly_mandatory_metrics.xls?", + "Does the report contain Chapter 9 'Summary and Recommendations', where the forecasted quarterly total sales is 980,000-150,000 yuan?", + "Does the report indicate the data source file blood relationship for each major section?", + "Is all the data in the report consistent with the source file and without fabrication errors, such as the paid promotion cost of 45 yuan is lower than the target of 50 yuan?", + "Is the monthly assessment result marked as' good 'in the report?", + "Does the report incorporate information on five dimensions: short-term planning, weekly reporting data, monthly metrics, outreach partnerships, and quarterly planning?", + "Is the current number of people in the QQ group in the report 320, the monthly target is 400, and the completion rate is 80%?", + "Does the report summarize three advantages: paid promotion ROI exceeds the target, multi-channel promotion layout is completed, and content construction progress is good?" + ], + "rubric_types": [ + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Process Evaluation", + "Outcome Evaluation", + "Basic Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Outcome Evaluation", + "Outcome Evaluation" + ], + "file_dep_graph": [ + { + "from": "general_weekly_work_plan.xlsx", + "to": "quarterly_operations_execution_overview_report.md" + }, + { + "from": "general_weekly_work_plan.xlsx", + "to": "quarterly_operations_execution_overview_report.md" + }, + { + "from": "detailed_weekly_report.xlsx", + "to": "quarterly_operations_execution_overview_report.md" + }, + { + "from": "detailed_weekly_report.xlsx", + "to": "quarterly_operations_execution_overview_report.md" + }, + { + "from": "monthly_mandatory_metrics.xlsx", + "to": "quarterly_operations_execution_overview_report.md" + }, + { + "from": "monthly_mandatory_metrics.xlsx", + "to": "quarterly_operations_execution_overview_report.md" + }, + { + "from": "weekly_promotion_collaboration_plan_name.xlsx", + "to": "quarterly_operations_execution_overview_report.md" + }, + { + "from": "weekly_promotion_collaboration_plan_name.xlsx", + "to": "quarterly_operations_execution_overview_report.md" + }, + { + "from": "work_plan_taobao_quarterly_operations_plan_template.xlsx", + "to": "quarterly_operations_execution_overview_report.md" + }, + { + "from": "work_plan_taobao_quarterly_operations_plan_template.xlsx", + "to": "quarterly_operations_execution_overview_report.md" + } + ], + "data_manifest": [ + { + "filename": "weekly_promotion_collaboration_plan_name.xlsx", + "stored_relpath": "data/a8d2d60cd580d363_weekly_promotion_collaboration_plan_name.xlsx" + }, + { + "filename": "monthly_mandatory_metrics.xlsx", + "stored_relpath": "data/7bb4b62f79e736a5_monthly_mandatory_metrics.xlsx" + }, + { + "filename": "detailed_weekly_report.xlsx", + "stored_relpath": "data/8c12ec042709334a_detailed_weekly_report.xlsx" + }, + { + "filename": "general_weekly_work_plan.xlsx", + "stored_relpath": "data/c082e63cc314a7bc_general_weekly_work_plan.xlsx" + }, + { + "filename": "_work_plan_taobao_quarterly_operations_plan_template.xlsx", + "stored_relpath": "data/e72c938c76a6a63a__work_plan_taobao_quarterly_operations_plan_template.xlsx" + } + ], + "tested_capabilities": [ + "Workspace Exploration", + "Task-Providing File Utilization", + "Lineage Tracing", + "Semantic Content Relations Understanding" + ] +} diff --git a/task_lite_clean_en/288/data/539346a46f15f64e_top10_product_status_table.xlsx b/task_lite_clean_en/288/data/539346a46f15f64e_top10_product_status_table.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..a890322e123c5532c381f4320c28d9ad9d94c3b4 --- /dev/null +++ b/task_lite_clean_en/288/data/539346a46f15f64e_top10_product_status_table.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:539346a46f15f64e4f545ae65e073488ed7ccadde9ec5f4c2d00d20b139c0666 +size 321 diff --git a/task_lite_clean_en/288/data/a2d99e0ad53db64f_apparel_product_shooting_sheet.xlsx b/task_lite_clean_en/288/data/a2d99e0ad53db64f_apparel_product_shooting_sheet.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..a735ccb1649fdf59b685306cfe5eb7d2ce8acfbe --- /dev/null +++ b/task_lite_clean_en/288/data/a2d99e0ad53db64f_apparel_product_shooting_sheet.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:a2d99e0ad53db64fb52e0da54b24e298e7756b21ca749fc031b260e20edf9a6a +size 321 diff --git a/task_lite_clean_en/288/data/abe56cdbcab9c628_problem_product_tracking.xlsx b/task_lite_clean_en/288/data/abe56cdbcab9c628_problem_product_tracking.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..d35e93d6b471461486349a3968a84f57ec41906e --- /dev/null +++ b/task_lite_clean_en/288/data/abe56cdbcab9c628_problem_product_tracking.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:abe56cdbcab9c6287e8921b245398346d7a462b37b7af7929dfbbb6b855490e7 +size 321 diff --git a/task_lite_clean_en/288/metadata.json b/task_lite_clean_en/288/metadata.json new file mode 100644 index 0000000000000000000000000000000000000000..607a1042a23ea9653e74580bd2ae0147841a688e --- /dev/null +++ b/task_lite_clean_en/288/metadata.json @@ -0,0 +1,83 @@ +{ + "absolute_id": 288, + "persona": "Operations Manager", + "task": "Integrate and generate a 2015_q1_apparel_ecommerce_operations_overview_analysis_report.md based on product-related documents, including the five modules of product performance, competitive product comparison, risk control, activity planning, and visual standards, and save them to the/clothing e-commerce/operation analysis directory.", + "task_diff": "medium", + "output_files": [ + "2015_q1_apparel_ecommerce_operations_overview_analysis_report.md" + ], + "rubrics": [ + "the report file is named_2015_year_q1_apparel_ecommerce Operations Panorama competitor_product_analysis_report.md and is written in Markdown format?", + "Does the report include all five modules: Product Performance, Competitive Comparison, Risk Management and Control, Event Planning, and Visual Standards?", + "Does the Product Performance module include a TOP10 Top Sellers table with five columns of data for PV, UV, Conversion Rate, Transaction Amount, and Customer Unit Price?", + "Does the product performance analysis indicate that the conversion rate of leggings is 8.92%, which is the highest among the top 10 products?", + "Does the product performance conclusion indicate that the top 10 products account for 42% of the total store traffic?", + "Does the Competitive Comparison Module include a Core Competitive Price Comparison Table that lists the differences between our pricing and that of our competitors?", + "Does the competitive product comparison analysis mention that the proportion of competitive taoker commissions is 15-20%, higher than our 10-12%?", + "Competitive Comparison Conclusions Do you recommend raising the Taoker commission to 15% in Q2 and increasing the through train budget by 20%?", + "Does the risk management and control module include a statistical table of problem product types, listing line header problems accounting for 42.86%?", + "Does the risk control module contain four improvement actions and four risk control recommendations?", + "Does the risk management recommendation require more than 3 automatic alerts to be triggered per product per month?", + "Does the event planning module contain a review form of two cost-effective events in Q1, with a profit of 28,000 yuan in January?", + "Does the activity planning module include a Q2 three-month activity planning suggestion sheet?", + "Is it proposed in the event planning to reserve 20% of the safety inventory for the estimated sales volume multiplied by 1.2?", + "Does the visual standard module contain a specification table for different categories of shooting, listing dresses requires 5 main drawings?", + "Does the visual standard require a pure white background with a main image size of 800 x 800 pixels?", + "Does the visual standard stipulate that the first screen of the detail page is the scene display, and the second screen is the core selling point?", + "Does the report end with a summary and five operational recommendations?", + "Does the report have a clear Markdown headline hierarchy (# primary headline, # # secondary headline)?" + ], + "rubric_types": [ + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Process Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Outcome Evaluation", + "Basic Evaluation", + "Process Evaluation", + "Outcome Evaluation", + "Basic Evaluation" + ], + "file_dep_graph": [ + { + "from": "top10_product_status_table.xlsx", + "to": "2015_q1_apparel_ecommerce_operations_overview_analysis_report.md" + }, + { + "from": "problem_product_tracking.xlsx", + "to": "2015_q1_apparel_ecommerce_operations_overview_analysis_report.md" + }, + { + "from": "apparel_product_shooting_sheet.xlsx", + "to": "2015_q1_apparel_ecommerce_operations_overview_analysis_report.md" + } + ], + "data_manifest": [ + { + "filename": "top10_product_status_table.xlsx", + "stored_relpath": "data/539346a46f15f64e_top10_product_status_table.xlsx" + }, + { + "filename": "problem_product_tracking.xlsx", + "stored_relpath": "data/abe56cdbcab9c628_problem_product_tracking.xlsx" + }, + { + "filename": "apparel_product_shooting_sheet.xlsx", + "stored_relpath": "data/a2d99e0ad53db64f_apparel_product_shooting_sheet.xlsx" + } + ], + "tested_capabilities": [ + "Workspace Exploration", + "Task-Providing File Utilization" + ] +} diff --git a/task_lite_clean_en/289/data/539346a46f15f64e_top10_product_status_table.xlsx b/task_lite_clean_en/289/data/539346a46f15f64e_top10_product_status_table.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..a890322e123c5532c381f4320c28d9ad9d94c3b4 --- /dev/null +++ b/task_lite_clean_en/289/data/539346a46f15f64e_top10_product_status_table.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:539346a46f15f64e4f545ae65e073488ed7ccadde9ec5f4c2d00d20b139c0666 +size 321 diff --git a/task_lite_clean_en/289/data/a2d99e0ad53db64f_apparel_product_shooting_sheet.xlsx b/task_lite_clean_en/289/data/a2d99e0ad53db64f_apparel_product_shooting_sheet.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..a735ccb1649fdf59b685306cfe5eb7d2ce8acfbe --- /dev/null +++ b/task_lite_clean_en/289/data/a2d99e0ad53db64f_apparel_product_shooting_sheet.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:a2d99e0ad53db64fb52e0da54b24e298e7756b21ca749fc031b260e20edf9a6a +size 321 diff --git a/task_lite_clean_en/289/data/abe56cdbcab9c628_problem_product_tracking.xlsx b/task_lite_clean_en/289/data/abe56cdbcab9c628_problem_product_tracking.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..d35e93d6b471461486349a3968a84f57ec41906e --- /dev/null +++ b/task_lite_clean_en/289/data/abe56cdbcab9c628_problem_product_tracking.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:abe56cdbcab9c6287e8921b245398346d7a462b37b7af7929dfbbb6b855490e7 +size 321 diff --git a/task_lite_clean_en/289/metadata.json b/task_lite_clean_en/289/metadata.json new file mode 100644 index 0000000000000000000000000000000000000000..5286654c662492334ca705b6a1e1cadd73063069 --- /dev/null +++ b/task_lite_clean_en/289/metadata.json @@ -0,0 +1,70 @@ +{ + "absolute_id": 289, + "persona": "Product Manager", + "task": "Please extract _top10_product title_transaction amount_conversion rate information from the store's best-selling product data file_organize and output it as best_selling_product_core_data_list.txt.", + "task_diff": "easy", + "output_files": [ + "best_selling_product_core_data_list.txt" + ], + "rubrics": [ + "Is the output file best_selling_product_core_data_list.txt generated successfully?", + "Is it clear in the output file that the notes source file top10_product_status_table.xls is inaccessible and returns a 403 Forbidden error?", + "Are you sure you want to return a 403 Forbidden HTTP error status code when reading the source file?", + "Does the output file contain the text \"403 Forbidden\" indicating that the data could not be read?", + "Is the output file in plain text format, which can be read and viewed directly?", + "Are the input files read from the ./data directory and the files in the ./output directory are not read?", + "Is the output file saved to the ./output_cc directory, with the file name consistent with metadata?", + "Did the Top10 product data extraction task correctly handle the exception that the input file was not available?", + "is the rubric_importance array supplemented in metadata.json, providing a 0-10 importance score for each rubric?", + "are the four array lengths of rubrics, rubric_diffs, rubric_types, and rubric_importance consistent in metadata.json?", + "does metadata.json retain the original task semantics without modifying other irrelevant fields?", + "Does the output file contain only Top10 product-related information and no other irrelevant file data?", + "Is the output file legible in plain text manifest format?", + "Is the input file correctly identified as being in HTML format rather than Excel format?", + "Is the error type correctly indicated in the output file that file access is denied and not that the file does not exist?" + ], + "rubric_types": [ + "Basic Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Outcome Evaluation", + "Basic Evaluation", + "Process Evaluation", + "Basic Evaluation", + "Process Evaluation", + "Basic Evaluation", + "Basic Evaluation", + "Basic Evaluation", + "Outcome Evaluation", + "Basic Evaluation", + "Process Evaluation", + "Outcome Evaluation" + ], + "file_dep_graph": [ + { + "from": "top10_product_status_table.xlsx", + "to": "apparel_product_shooting_sheet.xlsx" + }, + { + "from": "top10_product_status_table.xlsx", + "to": "problem_product_tracking.xlsx" + } + ], + "data_manifest": [ + { + "filename": "top10_product_status_table.xlsx", + "stored_relpath": "data/539346a46f15f64e_top10_product_status_table.xlsx" + }, + { + "filename": "apparel_product_shooting_sheet.xlsx", + "stored_relpath": "data/a2d99e0ad53db64f_apparel_product_shooting_sheet.xlsx" + }, + { + "filename": "problem_product_tracking.xlsx", + "stored_relpath": "data/abe56cdbcab9c628_problem_product_tracking.xlsx" + } + ], + "tested_capabilities": [ + "Workspace Exploration" + ] +} diff --git a/task_lite_clean_en/291/data/2b4c5f5efa7935b9_flagship_store_operations_specialist_compensation_structure.xlsx b/task_lite_clean_en/291/data/2b4c5f5efa7935b9_flagship_store_operations_specialist_compensation_structure.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..49fbf1ea805d784aa1c16d005c5fdd53acc1493f --- /dev/null +++ b/task_lite_clean_en/291/data/2b4c5f5efa7935b9_flagship_store_operations_specialist_compensation_structure.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:2b4c5f5efa7935b93f3edd5f1809f8db6f31ec94316bd8e2a12fdd74440bac38 +size 40991 diff --git a/task_lite_clean_en/291/data/4aa28061c7d8f486_flagship_store_annual_ad_investment_plan_table.xlsx b/task_lite_clean_en/291/data/4aa28061c7d8f486_flagship_store_annual_ad_investment_plan_table.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..915685b8c5f9089702fe4e74076b349ac9662621 --- /dev/null +++ b/task_lite_clean_en/291/data/4aa28061c7d8f486_flagship_store_annual_ad_investment_plan_table.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:4aa28061c7d8f486d15eab0ec1d55fa6a51a4f59446a5aa122482e0e08a103eb +size 39871 diff --git a/task_lite_clean_en/291/data/5e18c8cff0904ca9_flagship_store_category_analysis_table.xlsx b/task_lite_clean_en/291/data/5e18c8cff0904ca9_flagship_store_category_analysis_table.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..5398b8687fc79f9f2d88a5f754b7f2dcb46bc96c --- /dev/null +++ b/task_lite_clean_en/291/data/5e18c8cff0904ca9_flagship_store_category_analysis_table.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:5e18c8cff0904ca9c04025627b29303e7bb724d641f5f8f40560fdb00393402f +size 39166 diff --git a/task_lite_clean_en/291/data/8e8d262143bb6e7b_flagship_store_staff_salary_structure.xlsx b/task_lite_clean_en/291/data/8e8d262143bb6e7b_flagship_store_staff_salary_structure.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..1ffe11c366c0b44f302fcb37adfb3796d709f3ea --- /dev/null +++ b/task_lite_clean_en/291/data/8e8d262143bb6e7b_flagship_store_staff_salary_structure.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:8e8d262143bb6e7b7fde5cef4f333d8548a2004328189220a51a61eb6df71726 +size 40709 diff --git a/task_lite_clean_en/291/data/f5918e1a49c00556_flagship_store_annual_budget_master_sheet.xls b/task_lite_clean_en/291/data/f5918e1a49c00556_flagship_store_annual_budget_master_sheet.xls new file mode 100644 index 0000000000000000000000000000000000000000..7e47ac4f4708204fb741140855bd1afeb2e95c3a --- /dev/null +++ b/task_lite_clean_en/291/data/f5918e1a49c00556_flagship_store_annual_budget_master_sheet.xls @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:f5918e1a49c005565ab11abb28219e11a70cd15b04c1cfd5b875579a74bbc289 +size 128000 diff --git a/task_lite_clean_en/291/metadata.json b/task_lite_clean_en/291/metadata.json new file mode 100644 index 0000000000000000000000000000000000000000..1b9389fb79989cfe5cc80159eaf42ec7759d69a2 --- /dev/null +++ b/task_lite_clean_en/291/metadata.json @@ -0,0 +1,100 @@ +{ + "absolute_id": 291, + "persona": "Operations Manager", + "task": "Based on the store's annual budget framework, combined with historical sales cost data, personnel salary standards and advertising placement planning, the category operation analysis dimension is integrated to generate a complete flagship_store_annual_operations_execution_plan.xls, which clearly presents the target decomposition, advertising budget, personnel cost, category strategy and profit forecast, and finally saves it to the/flagship store operation/annual planning directory.", + "task_diff": "medium", + "output_files": [ + "flagship_store_annual_operations_execution_plan.xlsx" + ], + "rubrics": [ + "Is the output file flagship_store_annual_operations_execution_plan.xls, and the file can be opened normally without corruption?", + "Does the output file contain a total of 5 worksheets for \"annual target breakdown\", \"ad placement execution table\" \"staffing and cost\" \"category operation strategy\" \"profit forecast model\"?", + "In the annual goal breakdown worksheet, is the annual total sales target 145000 yuan (145,000 yuan)?", + "In the annual goal decomposition worksheet, whether the target in Q1 is 35,000 yuan, whether it is 40,000 yuan in Q2, whether it is 35,000 yuan in Q3, whether it is 35,000 yuan in Q4, and whether the sum of the four quarters is 145,000 yuan?", + "In the ad placement execution table, is the total annual advertising budget of 43,500 yuan, which is exactly 30% of the annual sales target of 145,000 yuan?", + "In the staffing and cost worksheet, is the base salary of the operations supervisor consistent with the standard in the salary system table of the flagship store personnel?", + "In the staffing and cost worksheet, is the basic salary of the operation specialist at all levels consistent with the salary standard in the salary system of the flagship store operation specialist?", + "In the staffing and cost worksheet, is the total annual staffing cost within the annual budget framework and not exceeding 25% of the annual target gross profit?", + "Does the category operation strategy worksheet contain at least 3 core categories of operational data analysis?", + "In the category operation strategy worksheet, does each category contain three key data fields: category rank, customer unit price, and transaction index?", + "In the category operation strategy worksheet, is the customer unit price of the core category in the range of 89-199 yuan, in line with the normal range of the industry?", + "In the profit forecasting model worksheet, do you include the six core calculation dimensions of sales revenue, advertising cost, personnel cost, cost of goods, fixed expenses, and profit before tax?", + "In the profit forecast model worksheet, is the annual total sales revenue equal to the 145,000 yuan in the annual target decomposition, and is the data consistent?", + "In the profit forecast model worksheet, is the total advertising cost equal to the total annual budget of 43,500 yuan in the advertising execution table? Is the data consistent?", + "In the Earnings Forecasting Model worksheet, is the total staffing cost equal to the annual total cost in the staffing table and is the data consistent?", + "Is the annual gross profit margin and net profit margin correctly calculated in the profit forecasting model worksheet, and the formula logic is correct?", + "In the profit forecast model worksheet, if the cost of goods is calculated as 45% of sales, is the annual cost of goods 65,250 yuan?", + "Are the data sources clearly labeled in all worksheets, pointing to the corresponding raw input file?", + "Has the entire program fully integrated the five modules of target decomposition, advertising budget, personnel cost, category strategy, and profit forecast, with a complete structure?" + ], + "rubric_types": [ + "Basic Evaluation", + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Outcome Evaluation" + ], + "file_dep_graph": [ + { + "from": "flagship_store_annual_budget_master_sheet.xls", + "to": "flagship_store_annual_operations_execution_plan.xlsx" + }, + { + "from": "flagship_store_staff_salary_structure.xlsx", + "to": "flagship_store_annual_operations_execution_plan.xlsx" + }, + { + "from": "flagship_store_operations_specialist_compensation_structure.xlsx", + "to": "flagship_store_annual_operations_execution_plan.xlsx" + }, + { + "from": "flagship_store_annual_ad_investment_plan_table.xlsx", + "to": "flagship_store_annual_operations_execution_plan.xlsx" + }, + { + "from": "flagship_store_category_analysis_table.xlsx", + "to": "flagship_store_annual_operations_execution_plan.xlsx" + } + ], + "data_manifest": [ + { + "filename": "flagship_store_annual_ad_investment_plan_table.xlsx", + "stored_relpath": "data/4aa28061c7d8f486_flagship_store_annual_ad_investment_plan_table.xlsx" + }, + { + "filename": "flagship_store_staff_salary_structure.xlsx", + "stored_relpath": "data/8e8d262143bb6e7b_flagship_store_staff_salary_structure.xlsx" + }, + { + "filename": "flagship_store_operations_specialist_compensation_structure.xlsx", + "stored_relpath": "data/2b4c5f5efa7935b9_flagship_store_operations_specialist_compensation_structure.xlsx" + }, + { + "filename": "flagship_store_category_analysis_table.xlsx", + "stored_relpath": "data/5e18c8cff0904ca9_flagship_store_category_analysis_table.xlsx" + }, + { + "filename": "flagship_store_annual_budget_master_sheet.xls", + "stored_relpath": "data/f5918e1a49c00556_flagship_store_annual_budget_master_sheet.xls" + } + ], + "tested_capabilities": [ + "Workspace Exploration", + "Task-Providing File Utilization", + "Heterogeneous File Understanding" + ] +} diff --git a/task_lite_clean_en/300/data/11b16ba2e69b04ec__activity_taobao_internalpopular_rules_reference.xlsx b/task_lite_clean_en/300/data/11b16ba2e69b04ec__activity_taobao_internalpopular_rules_reference.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..f95e74a06425491bbc7d3d5a8e4911be6c1b9f13 --- /dev/null +++ b/task_lite_clean_en/300/data/11b16ba2e69b04ec__activity_taobao_internalpopular_rules_reference.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:5f8ff65783c7c816e2431f53bae63bc6f3ad952a2f6bffaab48a5516410bb027 +size 10130 diff --git a/task_lite_clean_en/300/data/387ed9d805f6d4dd_operation_history.json b/task_lite_clean_en/300/data/387ed9d805f6d4dd_operation_history.json new file mode 100644 index 0000000000000000000000000000000000000000..b4026e99cd279d5bf94179c5fe307031455a13cf --- /dev/null +++ b/task_lite_clean_en/300/data/387ed9d805f6d4dd_operation_history.json @@ -0,0 +1,74 @@ +[ + { + "op_id": "OP20260401001", + "role": "operation", + "operator": "user_002", + "action": "activity_apply", + "target": "Tao Flash Sale Campaign Application", + "time": "2026-04-01 09:22:11", + "status": "success" + }, + { + "op_id": "OP20260401002", + "role": "operation", + "operator": "user_002", + "action": "price_update", + "target": "EB836 Body Weight Scale", + "time": "2026-04-01 09:25:33", + "status": "success" + }, + { + "op_id": "OP20260401003", + "role": "designer", + "operator": "user_003", + "action": "material_upload", + "target": "Campaign Banner Image", + "time": "2026-04-01 10:10:22", + "status": "success" + }, + { + "op_id": "OP20260401004", + "role": "service", + "operator": "user_004", + "action": "order_query", + "target": "Order List Query", + "time": "2026-04-01 14:05:41", + "status": "success" + }, + { + "op_id": "OP20260401005", + "role": "service", + "operator": "user_004", + "action": "price_try_view", + "target": "Product Cost Price", + "time": "2026-04-01 14:06:12", + "status": "deny" + }, + { + "op_id": "OP20260401006", + "role": "stock", + "operator": "user_005", + "action": "inventory_check", + "target": "Campaign Product Inventory", + "time": "2026-04-01 15:30:19", + "status": "success" + }, + { + "op_id": "OP20260401007", + "role": "stock", + "operator": "user_005", + "action": "activity_apply_try", + "target": "Campaign Application Attempt", + "time": "2026-04-01 15:31:03", + "status": "deny" + }, + { + "op_id": "OP20260401008", + "role": "admin", + "operator": "user_001", + "action": "log_query", + "target": "Operation Log View", + "time": "2026-04-01 18:00:00", + "status": "success" + } +] diff --git a/task_lite_clean_en/300/data/74e3fcaf324321bd__activity_taobaoactivity_followup_sheet.xlsx b/task_lite_clean_en/300/data/74e3fcaf324321bd__activity_taobaoactivity_followup_sheet.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..703f6f8016a05ec18c6dcd9fb230c5fb7a5357e0 --- /dev/null +++ b/task_lite_clean_en/300/data/74e3fcaf324321bd__activity_taobaoactivity_followup_sheet.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:285cde84c78104f49ce32027f384a31b87338a9e889c44b4b6cb26fec99c356a +size 49720 diff --git a/task_lite_clean_en/300/data/c903c05cb499b95c__activity_plan_taoqianggoumust_win_campaign_plan.ppt b/task_lite_clean_en/300/data/c903c05cb499b95c__activity_plan_taoqianggoumust_win_campaign_plan.ppt new file mode 100644 index 0000000000000000000000000000000000000000..c3214a56bc348957adced0955c78752ad822c94a --- /dev/null +++ b/task_lite_clean_en/300/data/c903c05cb499b95c__activity_plan_taoqianggoumust_win_campaign_plan.ppt @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:c903c05cb499b95c4c3f89c2894cf267ce6ed879ccf00fee8cf74b569b6f939f +size 2266624 diff --git a/task_lite_clean_en/300/data/e4eb33b72b954d65_system_permission_template.json b/task_lite_clean_en/300/data/e4eb33b72b954d65_system_permission_template.json new file mode 100644 index 0000000000000000000000000000000000000000..c9b35ddb1cf5c6096d7ec221667f4239035869ab --- /dev/null +++ b/task_lite_clean_en/300/data/e4eb33b72b954d65_system_permission_template.json @@ -0,0 +1,40 @@ +{ + "system_name": "E-commerce Campaign Management System", + "version": "2.0", + "default_permission": { + "read": false, + "write": false, + "download": false, + "delete": false + }, + "sensitive_modules": [ + "activity_apply", + "price_update", + "item_upshelf", + "data_export", + "log_view", + "user_manager" + ], + "file_permission_template": { + "public": { + "read": true, + "write": false, + "download": true + }, + "internal": { + "read": true, + "write": false, + "download": false + }, + "confidential": { + "read": false, + "write": false, + "download": false + } + }, + "api_auth_template": { + "need_check": true, + "reject_when_overstep": true, + "log_required": true + } +} diff --git a/task_lite_clean_en/300/data/e5e3b2d3b0d40652__activity_summary_taobaoonsite_and_offsiteactivity_requirements_summary.xlsx b/task_lite_clean_en/300/data/e5e3b2d3b0d40652__activity_summary_taobaoonsite_and_offsiteactivity_requirements_summary.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..148b52b3f1567ffba4a5666448d06aeef62970c7 --- /dev/null +++ b/task_lite_clean_en/300/data/e5e3b2d3b0d40652__activity_summary_taobaoonsite_and_offsiteactivity_requirements_summary.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:852ba0bc5106ec668302f74abeda62ca26d262c0fe5dbffc7fe6cc53a1b55445 +size 43599 diff --git a/task_lite_clean_en/300/data/ecfd4ce97ab51c9e_role_definitions.txt b/task_lite_clean_en/300/data/ecfd4ce97ab51c9e_role_definitions.txt new file mode 100644 index 0000000000000000000000000000000000000000..83e9ed6b67efdb091df07da316520d87da722995 --- /dev/null +++ b/task_lite_clean_en/300/data/ecfd4ce97ab51c9e_role_definitions.txt @@ -0,0 +1,9 @@ +# Role Definitions for the E-commerce Campaign System +# Format: Role Name | Department | Basic Permissions | Sensitive Permissions | Forbidden Permissions +# Used for permission inference, interface control, and file access scope + +admin | Management | Full access view | Campaign approval, price modification, data export, user management | None +operation | E-commerce Operations Department | Campaign viewing, product viewing, order viewing | Campaign application, product listing/delisting, price setting, marketing configuration | Log viewing, user management +designer | Design Department | Campaign viewing, asset viewing | Image upload, page design, asset editing | Price modification, campaign application +service | Customer Service Department | Order viewing, campaign viewing, customer inquiries | Order notes, after-sales processing | Any modification, data export, price viewing +stock | Warehouse Department | Inventory viewing, shipping order viewing, allocation viewing | Shipment confirmation, inventory counting | Price viewing, campaign configuration, data export \ No newline at end of file diff --git a/task_lite_clean_en/300/data/ff96d788c746c3b4__activity_daily_special_tao_coincampaign_summary.xls b/task_lite_clean_en/300/data/ff96d788c746c3b4__activity_daily_special_tao_coincampaign_summary.xls new file mode 100644 index 0000000000000000000000000000000000000000..c3ca8521cd2abd13e63498848d1054945a3175d7 --- /dev/null +++ b/task_lite_clean_en/300/data/ff96d788c746c3b4__activity_daily_special_tao_coincampaign_summary.xls @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:fbc696fe73f6eaa259c4789c6b063ae5827e8fcf7c78ce7f1f689280d66cd675 +size 42496 diff --git a/task_lite_clean_en/300/metadata.json b/task_lite_clean_en/300/metadata.json new file mode 100644 index 0000000000000000000000000000000000000000..12b9963f6f4345eb33579d02c1cd08554fd8d123 --- /dev/null +++ b/task_lite_clean_en/300/metadata.json @@ -0,0 +1,110 @@ +{ + "absolute_id": 300, + "persona": "Backend Developer", + "task": "Based on Taobao e-commerce activity rule documents, activity registration records, historical operation logs and system role definitions, infer and generate the file permission ranges of the five roles of administrator/operation/artist/customer service/warehousing for activity configuration, product listing and removal, price modification, material editing, and data viewing, and output the e-commerce activity system permission configuration instructions (Markdown) that can be implemented, the permission configuration table that can be imported into the system (CSV), and the permission verification rule file (JSON) for development use, all saved in the /Taobao activities directory.", + "task_diff": "hard", + "output_files": [ + "permission_configuration_table.csv", + "permission_configuration_guide.md", + "permission_validation_rules.json" + ], + "rubrics": [ + "Does the permission configuration table include the complete permission configuration for the five roles of administrator, operation, artist, customer service, and warehousing?", + "Is the event registration function in the permission configuration table configured with write permission set to true for administrators and operations only, and false for other roles?", + "In the permission configuration table, is the material editing function configured with write permissions set to true for only administrators and artists? In operations, customer service, and warehousing, only artists can write?", + "Is the inventory data viewing permission in the permission configuration table only for administrators, operations, and warehousing configuration read to be true, and for customer service and artists to be false?", + "Does the permission configuration specification include complete definitions of the five roles and scope of responsibilities?", + "Does the permission configuration manual include a complete permission matrix for the four modules of activity configuration, price management, material management, and data viewing?", + "Does the description of sensitive operation permissions in the permission configuration manual clearly state that event registration can only be operated by administrators and operators?", + "Does the permission configuration specification clearly state that price data is completely invisible to customer service and warehousing?", + "Is it clearly stated in the permission configuration instructions that only artists can write material editing, and other roles can only view it?", + "Does the permission configuration specification include a file hierarchical authorization rule table?", + "Are the permissions structures of the five roles correctly defined in the permission verification rules?", + "Does the sensitive_operations.activity_apply array in the permission verification rules only contain the two roles of admin and operation?", + "Does the sensitive_operations.data_export array in the permission verification rules only contain admin?", + "Is default_deny configured as true in the permission verification rules to follow the default prohibition principle?" + ], + "rubric_types": [ + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Basic Evaluation", + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Basic Evaluation", + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Basic Evaluation" + ], + "file_dep_graph": [ + { + "from": "activity_plan_taoqianggoumust_win_campaign_plan.ppt", + "to": "activity_summary_taobaoonsite_and_offsiteactivity_requirements_summary.xlsx" + }, + { + "from": "activity_taobao_internalpopular_rules_reference.xlsx", + "to": "activity_summary_taobaoonsite_and_offsiteactivity_requirements_summary.xlsx" + }, + { + "from": "_activity_taobaoactivity_followup_sheet.xlsx", + "to": "activity_summary_taobaoonsite_and_offsiteactivity_requirements_summary.xlsx" + }, + { + "from": "activity_daily_special_tao_coincampaign_summary.xls", + "to": "activity_summary_taobaoonsite_and_offsiteactivity_requirements_summary.xlsx" + }, + { + "from": "_activity_taobaoactivity_followup_sheet.xlsx", + "to": "operation_history.json" + }, + { + "from": "role_definitions.txt", + "to": "system_permission_template.json" + } + ], + "data_manifest": [ + { + "filename": "_activity_plan_taoqianggoumust_win_campaign_plan.ppt", + "stored_relpath": "data/c903c05cb499b95c__activity_plan_taoqianggoumust_win_campaign_plan.ppt" + }, + { + "filename": "_activity_taobaoactivity_followup_sheet.xlsx", + "stored_relpath": "data/74e3fcaf324321bd__activity_taobaoactivity_followup_sheet.xlsx" + }, + { + "filename": "_activity_taobao_internalpopular_rules_reference.xlsx", + "stored_relpath": "data/11b16ba2e69b04ec__activity_taobao_internalpopular_rules_reference.xlsx" + }, + { + "filename": "_activity_daily_special_tao_coincampaign_summary.xls", + "stored_relpath": "data/ff96d788c746c3b4__activity_daily_special_tao_coincampaign_summary.xls" + }, + { + "filename": "_activity_summary_taobaoonsite_and_offsiteactivity_requirements_summary.xlsx", + "stored_relpath": "data/e5e3b2d3b0d40652__activity_summary_taobaoonsite_and_offsiteactivity_requirements_summary.xlsx" + }, + { + "filename": "role_definitions.txt", + "stored_relpath": "data/ecfd4ce97ab51c9e_role_definitions.txt" + }, + { + "filename": "operation_history.json", + "stored_relpath": "data/387ed9d805f6d4dd_operation_history.json" + }, + { + "filename": "system_permission_template.json", + "stored_relpath": "data/e4eb33b72b954d65_system_permission_template.json" + } + ], + "tested_capabilities": [ + "Workspace Exploration", + "Task-Providing File Utilization", + "Lineage Tracing", + "Semantic Content Relations Understanding", + "Heterogeneous File Understanding" + ] +} diff --git a/task_lite_clean_en/306/data/1dbbcbd6a6c2087a_flagship_store_zhitongche_plan_table.xlsx b/task_lite_clean_en/306/data/1dbbcbd6a6c2087a_flagship_store_zhitongche_plan_table.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..3aed754dd4d3d9af815b7735ee6ffce03e35bb6d --- /dev/null +++ b/task_lite_clean_en/306/data/1dbbcbd6a6c2087a_flagship_store_zhitongche_plan_table.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:1dbbcbd6a6c2087ac10b67409b91f6bdcc3a5e2d36836f949c6e349edaeffdb9 +size 22115 diff --git a/task_lite_clean_en/306/data/355db3d1d07d98a4__zhitongche_zhitongche_low_price_card_first_screen_traffic_method.xls b/task_lite_clean_en/306/data/355db3d1d07d98a4__zhitongche_zhitongche_low_price_card_first_screen_traffic_method.xls new file mode 100644 index 0000000000000000000000000000000000000000..39ad1d6ceff8e3177a70ed05e138f25c6334fda8 --- /dev/null +++ b/task_lite_clean_en/306/data/355db3d1d07d98a4__zhitongche_zhitongche_low_price_card_first_screen_traffic_method.xls @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:355db3d1d07d98a494212551966e5c1fde02661642c7c5b6a79ced46f3af4ed6 +size 302080 diff --git a/task_lite_clean_en/306/data/70087b9b091ef25e_zhitongche_data.xls b/task_lite_clean_en/306/data/70087b9b091ef25e_zhitongche_data.xls new file mode 100644 index 0000000000000000000000000000000000000000..fef596742a1e658e7bc15d2f436fb1438d31042f --- /dev/null +++ b/task_lite_clean_en/306/data/70087b9b091ef25e_zhitongche_data.xls @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:70087b9b091ef25e698d0adf42df2cc1ced482610c3963c88575fe7b2b2c0b3d +size 82432 diff --git a/task_lite_clean_en/306/data/83a0b7735dcb429c__zhitongche_flagship_store_zhitongche_plan_table.xlsx b/task_lite_clean_en/306/data/83a0b7735dcb429c__zhitongche_flagship_store_zhitongche_plan_table.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..f2b2cf41e70b535e03a97b68c56a35f5b5ef09dd --- /dev/null +++ b/task_lite_clean_en/306/data/83a0b7735dcb429c__zhitongche_flagship_store_zhitongche_plan_table.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:83a0b7735dcb429c8693da57cd4d649bd76aa3bca7c5e9f4841305614ce4439d +size 24230 diff --git a/task_lite_clean_en/306/data/e634a3739139b551__zhitongche_zhitongche_work_plan.xlsx b/task_lite_clean_en/306/data/e634a3739139b551__zhitongche_zhitongche_work_plan.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..6bdb904bd65485c3eba38505bcd07d1336b67a9f --- /dev/null +++ b/task_lite_clean_en/306/data/e634a3739139b551__zhitongche_zhitongche_work_plan.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:e634a3739139b55137b300ffdf451c96e9fac9aaf39b9111f6b0223941e469ca +size 19470 diff --git a/task_lite_clean_en/306/metadata.json b/task_lite_clean_en/306/metadata.json new file mode 100644 index 0000000000000000000000000000000000000000..b0618a86ad1779363e4d4ddc5de06a89a5909436 --- /dev/null +++ b/task_lite_clean_en/306/metadata.json @@ -0,0 +1,102 @@ +{ + "absolute_id": 306, + "persona": "Operations Manager", + "task": "Based on the planning documents, operation method documents and historical delivery data related to the store through train, the core information in each document (delivery plan, traffic diversion strategy, task arrangement, historical effect) is integrated to generate a complete zhitongche_campaign_analysis_report.md, clarifying the matching degree and optimization direction of the current plan and historical data, and saving it to the /ecommerce_operations/straight_through_management/ directory.", + "task_diff": "medium", + "output_files": [ + "zhitongche_campaign_analysis_report.md" + ], + "rubrics": [ + "Is the zhitongche_campaign_analysis_report.md file generated successfully and can be read normally?", + "Does the report include the \"1. Plan Overview\" section, which completely extracts the keyword list, bid amount, and daily budget information from the two plans?", + "Does the report include information from both the [Through Train] Flagship Store Through Train Plan and the Flagship Store Through Train Plan in the plan overview section?", + "Does the report include the \"2. Task Arrangement\" chapter, which fully records the weekly delivery goals, data monitoring time nodes and optimization tasks?", + "Does the report include the chapter \"3. Historical Performance Data Analysis\" that extracts core indicators such as clicks, conversion rate, and ROI in zhitongche_data.xls in the past 30 days?", + "Does the report include the chapter \"4. Low-price card first-screen traffic diversion strategy\", sorting out the operation steps and applicable keyword types for low-price traffic?", + "Is the difference in promotion priorities between the two flagship store drive-through schedules clearly stated in the report?", + "Does the report include a comparative analysis of the match between planned goals and historical data?", + "Does it indicate whether the ROI target setting in the current plan is reasonable based on historical data?", + "Have you analyzed the difference between historical conversion rates and planned target conversion rates?", + "Have specific executable traffic drainage operation steps been summarized based on the low-price card first-screen traffic drainage method document?", + "Does it explain which keyword types the low-price card first-screen traffic drainage method is suitable for?", + "Does the report summarize planned amounts for the total daily budget?", + "Have you analyzed whether the budget allocation proportions of different babies (Baby A, Baby B, etc.) are in line with the historical delivery results?", + "Is the estimated CTR setting of the current plan reasonable based on historical click-through rate data?", + "Are specific optimization suggestions clearly given, including keyword bid adjustment strategies?", + "Are there any specific implementation timetable suggestions for the low-price traffic attraction strategy?", + "Does it include arrangements for data monitoring frequency and key monitoring indicators in the coming week?", + "Do the optimization suggestions combine the two sources of traffic drainage method documents and historical delivery data?", + "Is the structure of the entire report organized in a logical sequence of plan overview, task arrangement, historical data analysis, traffic diversion strategy, and optimization suggestions?" + ], + "rubric_types": [ + "Basic Evaluation", + "Outcome Evaluation", + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Outcome Evaluation", + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Process Evaluation", + "Outcome Evaluation", + "Process Evaluation" + ], + "file_dep_graph": [ + { + "from": "_zhitongche_flagship_store_zhitongche_plan_table.xlsx", + "to": "flagship_store_zhitongche_plan_table.xlsx" + }, + { + "from": "_zhitongche_flagship_store_zhitongche_plan_table.xlsx", + "to": "zhitongche_data.xls" + }, + { + "from": "flagship_store_zhitongche_plan_table.xlsx", + "to": "zhitongche_data.xls" + }, + { + "from": "zhitongche_zhitongche_work_plan.xlsx", + "to": "zhitongche_data.xls" + }, + { + "from": "zhitongche_zhitongche_low_price_card_first_screen_traffic_method.xls", + "to": "zhitongche_zhitongche_work_plan.xlsx" + } + ], + "data_manifest": [ + { + "filename": "_zhitongche_flagship_store_zhitongche_plan_table.xlsx", + "stored_relpath": "data/83a0b7735dcb429c__zhitongche_flagship_store_zhitongche_plan_table.xlsx" + }, + { + "filename": "_zhitongche_zhitongche_low_price_card_first_screen_traffic_method.xls", + "stored_relpath": "data/355db3d1d07d98a4__zhitongche_zhitongche_low_price_card_first_screen_traffic_method.xls" + }, + { + "filename": "flagship_store_zhitongche_plan_table.xlsx", + "stored_relpath": "data/1dbbcbd6a6c2087a_flagship_store_zhitongche_plan_table.xlsx" + }, + { + "filename": "zhitongche_data.xls", + "stored_relpath": "data/70087b9b091ef25e_zhitongche_data.xls" + }, + { + "filename": "_zhitongche_zhitongche_work_plan.xlsx", + "stored_relpath": "data/e634a3739139b551__zhitongche_zhitongche_work_plan.xlsx" + } + ], + "tested_capabilities": [ + "Workspace Exploration", + "Task-Providing File Utilization", + "Heterogeneous File Understanding" + ] +} diff --git a/task_lite_clean_en/311/data/25449dbb9dd57737__team_progress_ecommerce_project_schedule.xls b/task_lite_clean_en/311/data/25449dbb9dd57737__team_progress_ecommerce_project_schedule.xls new file mode 100644 index 0000000000000000000000000000000000000000..8b91e14672c4b6b7a7d16b7808e8a6c9b013b12e --- /dev/null +++ b/task_lite_clean_en/311/data/25449dbb9dd57737__team_progress_ecommerce_project_schedule.xls @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:25449dbb9dd57737193e8a924c3bbbcf33b9b4c6c6bf769cedfc29bcc4e83a1e +size 22016 diff --git a/task_lite_clean_en/311/data/349101b8d223a87a__team_assessment_ecommerce_role_kpi_assessment_and_responsibilities.doc b/task_lite_clean_en/311/data/349101b8d223a87a__team_assessment_ecommerce_role_kpi_assessment_and_responsibilities.doc new file mode 100644 index 0000000000000000000000000000000000000000..4f419e28a114cf3e73db9a78a22e5ba3aabd8fcb --- /dev/null +++ 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b/task_lite_clean_en/311/data/76ecf6f24395ef79_ecommerceteam_advanced_operations_training_tracker.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..a2a6ac9faf849236b887a06a159108d2e8c4b1c8 --- /dev/null +++ b/task_lite_clean_en/311/data/76ecf6f24395ef79_ecommerceteam_advanced_operations_training_tracker.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:76ecf6f24395ef79a3e5c03dc8e85953f9db35cb0ebedce5996bf91003804231 +size 21120 diff --git a/task_lite_clean_en/311/data/ba0b6dfd13a46402__team_full_year_attendance_sheet_editable_year_and_month.xlsx b/task_lite_clean_en/311/data/ba0b6dfd13a46402__team_full_year_attendance_sheet_editable_year_and_month.xlsx new file mode 100644 index 0000000000000000000000000000000000000000..24c686e6cd67155f3d81d8e02f0d9897bc3d3e0b --- /dev/null +++ b/task_lite_clean_en/311/data/ba0b6dfd13a46402__team_full_year_attendance_sheet_editable_year_and_month.xlsx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:ba0b6dfd13a464021802afc43c898b4595494c54f0cb48720d57345732622896 +size 150896 diff --git a/task_lite_clean_en/311/metadata.json b/task_lite_clean_en/311/metadata.json new file mode 100644 index 0000000000000000000000000000000000000000..906fb75a49074acfb1295baf4af232c4a9df7ac3 --- /dev/null +++ b/task_lite_clean_en/311/metadata.json @@ -0,0 +1,104 @@ +{ + "absolute_id": 311, + "persona": "Backend Developer", + "task": "Based on the various existing management documents of the e-commerce team (including training and learning records, personnel attendance data, project schedule planning, job assessment standards and job descriptions, etc.), traverse all documents and identify the core scope of responsibilities of each position (store manager/operation/promotion/customer service/artist/after-sales). According to the \"only access to own-related files\" rule, infer the access rights of each position to different documents (read-only/editable_finally generate standardized ecommerceteam_file_permission_assignment_table.csv, and save it to the /system management/permission configuration directory.", + "task_diff": "medium", + "output_files": [ + "ecommerceteam_file_permission_assignment_table.csv" + ], + "rubrics": [ + "Does ecommerceteam_file_permission_assignment_table.csv include the header columns \"Position Name\", \"File Path and Name\", and \"Permission Type\"?", + "Does the output file contain a total of 31 data records (including headers)?", + "Does the output file cover all 6 positions of store manager, operation, promotion, customer service, artist, and after-sales?", + "Does the output file cover the records of all _5_ input files (ecommerceteam_advanced_operations_training_tracker.xls team_full_year_attendance_sheet_editable_year_and_month.xls team_progress_ecommerce_project_schedule.xls team_assessment_ecommerce_department_role_assessment.doc team_assessment_ecommerce_role_kpi_assessment_and_responsibilities.doc)?", + "Are all the permissions assigned to the 5 files by the store manager position editable? Does the store manager have editable permissions for all files?", + "Does the operation position have editable permissions for ecommerceteam_advanced_operations_training_tracker.xls and team_progress_ecommerce_project_schedule.xls team_assessment_ecommerce_department_role_assessment.doc?", + "Does the operation position have read-only permissions for team_full_year_attendance_sheet_editable_year_and_month.xls and team_assessment_ecommerce_role_kpi_assessment_and_responsibilities.doc?", + "Does the promotion post have editable permissions for ecommerceteam_advanced_operations_training_tracker.xls and team_assessment_ecommerce_department_role_assessment.doc?", + "Does the promotion post have read-only access to team_full_year_attendance_sheet_editable_year_and_month.xls team_progress_ecommerce_project_schedule.xls team_assessment_ecommerce_role_kpi_assessment_and_responsibilities.doc?", + "Does the customer service post have editable permissions for ecommerceteam_advanced_operations_training_tracker.xls and team_assessment_ecommerce_department_role_assessment.doc?", + "Does the customer service post have read-only permission for team_full_year_attendance_sheet_editable_year_and_month.xls team_progress_ecommerce_project_schedule.xls team_assessment_ecommerce_role_kpi_assessment_and_responsibilities.doc?", + "Does the artist position have editable permissions for ecommerceteam_advanced_operations_training_tracker.xls and team_assessment_ecommerce_department_role_assessment.doc?", + "Does the art position have read-only access to team_full_year_attendance_sheet_editable_year_and_month.xls team_progress_ecommerce_project_schedule.xls team_assessment_ecommerce_role_kpi_assessment_and_responsibilities.doc?", + "Does the after-sales post have editable permissions for ecommerceteam_advanced_operations_training_tracker.xls and team_assessment_ecommerce_department_role_assessment.doc?", + "Does the after-sales post have read-only permission for team_full_year_attendance_sheet_editable_year_and_month.xls team_progress_ecommerce_project_schedule.xls team_assessment_ecommerce_role_kpi_assessment_and_responsibilities.doc?", + "Do the permission types of all records only contain two values: \"read-only\" or \"editable\", and no other error values?", + "Does the store manager position contain 5 complete records in the permission allocation table, covering all 5 input files?", + "Does each position of operation, promotion, customer service, art, and after-sales contain 5 complete records in the authority allocation table?", + "Do you follow the \"only access to own-related files\" rule: grant editable permissions to your own assessment standard files, and only grant read-only permissions to all employee statistics files?", + "Have you completed a complete traversal of the four subdirectories of training, attendance, projects, and assessment, and have all input files been included in permission distribution?", + "Are the permission allocation rules consistent: The permission allocation for the same type of documents to the same type of positions is consistent, and there are no contradictions?" + ], + "rubric_types": [ + "Basic Evaluation", + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Basic Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Process Evaluation", + "Outcome Evaluation" + ], + "file_dep_graph": [ + { + "from": "team_full_year_attendance_sheet_editable_year_and_month.xlsx", + "to": "ecommerceteam_file_permission_assignment_table.csv" + }, + { + "from": "team_progress_ecommerce_project_schedule.xls", + "to": "ecommerceteam_file_permission_assignment_table.csv" + }, + { + "from": "team_assessment_ecommerce_department_role_assessment.doc", + "to": "ecommerceteam_file_permission_assignment_table.csv" + }, + { + "from": "team_assessment_ecommerce_role_kpi_assessment_and_responsibilities.doc", + "to": "ecommerceteam_file_permission_assignment_table.csv" + }, + { + "from": "ecommerceteam_advanced_operations_training_tracker.xlsx", + "to": "ecommerceteam_file_permission_assignment_table.csv" + } + ], + "data_manifest": [ + { + "filename": "_team_full_year_attendance_sheet_editable_year_and_month.xlsx", + "stored_relpath": "data/ba0b6dfd13a46402__team_full_year_attendance_sheet_editable_year_and_month.xlsx" + }, + { + "filename": "_team_progress_ecommerce_project_schedule.xls", + "stored_relpath": "data/25449dbb9dd57737__team_progress_ecommerce_project_schedule.xls" + }, + { + "filename": "_team_assessment_ecommerce_department_role_assessment.doc", + "stored_relpath": "data/50a5894e3ddf13d2__team_assessment_ecommerce_department_role_assessment.doc" + }, + { + "filename": "_team_assessment_ecommerce_role_kpi_assessment_and_responsibilities.doc", + "stored_relpath": "data/349101b8d223a87a__team_assessment_ecommerce_role_kpi_assessment_and_responsibilities.doc" + }, + { + "filename": "ecommerceteam_advanced_operations_training_tracker.xlsx", + "stored_relpath": "data/76ecf6f24395ef79_ecommerceteam_advanced_operations_training_tracker.xlsx" + } + ], + "tested_capabilities": [ + "Workspace Exploration", + "Task-Providing File Utilization", + "Heterogeneous File Understanding" + ] +} diff --git a/task_lite_clean_en/314/data/09313a6e4610720a_meeting_minutes_03.txt b/task_lite_clean_en/314/data/09313a6e4610720a_meeting_minutes_03.txt new file mode 100644 index 0000000000000000000000000000000000000000..3c41f2881faa9fb4df58dd44e22034f045f49ad1 --- /dev/null +++ b/task_lite_clean_en/314/data/09313a6e4610720a_meeting_minutes_03.txt @@ -0,0 +1,35 @@ +[Logistics Work Meeting Minutes] +Meeting Time: 2024-03-10 14:00 +Meeting Location: Conference Room A +Chair: Director Li (Logistics Department Manager) +Attendees: Wang Fang (Procurement), Li Jun (Inventory), Zhang Hua (Assets), Zhao Min (Safety), Sun Chao (Dormitory) + +Meeting Agenda: +1. Summary of logistics work in January + - Procurement execution rate: 98% + - Inventory turnover rate: 4.2 times + - Equipment failure rate: 0.3% + +2. Work plan for February + - Complete material procurement for the Spring Festival holiday + - Conduct a warehouse inventory count + - Carry out preventive maintenance on equipment + +3. Current issues + - Insufficient stock of some materials + - Excessive fuel consumption in the vehicle fleet + - Warehouse temperature fluctuations + Fuel consumption in the vehicle fleet has dropped to a reasonable range, and the warehouse temperature fluctuations have been resolved +4. Improvement measures + - Adjust the procurement plan + - Optimize route planning + - Upgrade the temperature control system +Optimize the dormitory water and electricity control plan" + "Summary of work in March": procurement execution rate 99.5%, inventory turnover rate 4.8 times, equipment failure rate 0.15%; +Meeting Resolutions: +□ Wang Fang: Responsible for launching the new round of procurement planning +□ Li Jun: Strengthen inventory early warning management +□ Zhang Hua: Organize the inventory count of fixed assets + +Next meeting time: 2024-04-10 +Minutes recorded by: Wang Fang diff --git a/task_lite_clean_en/314/data/1979bffb418b1fd6_meeting_minutes_01.txt b/task_lite_clean_en/314/data/1979bffb418b1fd6_meeting_minutes_01.txt new file mode 100644 index 0000000000000000000000000000000000000000..902187e13cea0af30e308cd8fb07e7d7c82a31f4 --- /dev/null +++ b/task_lite_clean_en/314/data/1979bffb418b1fd6_meeting_minutes_01.txt @@ -0,0 +1,33 @@ +[Logistics Work Meeting Minutes] +Meeting Time: 2024-01-10 14:00 +Meeting Location: Conference Room A +Chair: Director Li (Logistics Department Manager) +Attendees: Wang Fang (Procurement), Li Jun (Inventory), Zhang Hua (Assets), Zhao Min (Safety), Sun Chao (Dormitory) + +Meeting Agenda: +1. Summary of logistics work in January + - Procurement execution rate: 98% + - Inventory turnover rate: 4.2 times + - Equipment failure rate: 0.3% + +2. Work plan for February + - Complete material procurement for the Spring Festival holiday + - Carry out preventive maintenance on equipment + +3. Current issues + - Insufficient stock of some materials + - Excessive fuel consumption in the vehicle fleet + - Warehouse temperature fluctuations + +4. Improvement measures + - Adjust the procurement plan + - Optimize route planning + - Upgrade the temperature control system + +Meeting Resolutions: +□ Wang Fang: Responsible for launching the new round of procurement planning +□ Li Jun: Strengthen inventory early warning management +□ Zhang Hua: Organize the inventory count of fixed assets + +Next meeting time: 2024-02-10 +Minutes recorded by: Wang Fang diff --git a/task_lite_clean_en/314/data/4b860019753973fc_meeting_minutes_04.txt b/task_lite_clean_en/314/data/4b860019753973fc_meeting_minutes_04.txt new file mode 100644 index 0000000000000000000000000000000000000000..74ebc2f79763cd3fc695154c84d276d50c63eff6 --- /dev/null +++ b/task_lite_clean_en/314/data/4b860019753973fc_meeting_minutes_04.txt @@ -0,0 +1,34 @@ +[Logistics Work Meeting Minutes] +Meeting Time: 2024-04-10 14:00 +Meeting Location: Conference Room A +Chair: Director Li (Logistics Department Manager) +Attendees: Wang Fang (Procurement), Li Jun (Inventory), Zhang Hua (Assets), Zhao Min (Safety), Sun Chao (Dormitory) + +Meeting Agenda: +1. Summary of logistics work in January + - Procurement execution rate: 98% + - Inventory turnover rate: 4.2 times + - Equipment failure rate: 0.3% + +2. Work plan for February + - Complete material procurement for the Spring Festival holiday + - Conduct a warehouse inventory count + - Carry out preventive maintenance on equipment + +3. Current issues + - "High water and electricity consumption in the dormitory" + +4. Improvement measures + - Adjust the procurement plan + - Optimize route planning + - Upgrade the temperature control system + +"Summary of work in April": procurement execution rate 100%, inventory turnover rate 5.0 times, equipment failure rate 0.1%; + +Meeting Resolutions: +□ Wang Fang: Responsible for launching the new round of procurement planning +□ Li Jun: Strengthen inventory early warning management +□ Zhang Hua: Organize the inventory count of fixed assets +Sun Chao: Formulate detailed rules for saving water and electricity in the dormitory +Next meeting time: 2024-05-10 +Minutes recorded by: Wang Fang diff --git a/task_lite_clean_en/314/data/6fb04b00cd04fba1_meeting_minutes_02.txt b/task_lite_clean_en/314/data/6fb04b00cd04fba1_meeting_minutes_02.txt new file mode 100644 index 0000000000000000000000000000000000000000..f2a190248c9e6f7f00cc9be9f0a734c28a6ae227 --- /dev/null +++ b/task_lite_clean_en/314/data/6fb04b00cd04fba1_meeting_minutes_02.txt @@ -0,0 +1,35 @@ +[Logistics Work Meeting Minutes] +Meeting Time: 2024-02-10 14:00 +Meeting Location: Conference Room A +Chair: Director Li (Logistics Department Manager) +Attendees: Wang Fang (Procurement), Li Jun (Inventory), Zhang Hua (Assets), Zhao Min (Safety), Sun Chao (Dormitory) + +Meeting Agenda: +1. Summary of logistics work in January + - Procurement execution rate: 98% + - Inventory turnover rate: 4.2 times + - Equipment failure rate: 0.3% + +2. Work plan for February + - Complete material procurement for the Spring Festival holiday + - Conduct a warehouse inventory count + - Carry out preventive maintenance on equipment +Procurement execution rate 99%, inventory turnover rate 4.5 times, equipment failure rate 0.2%; +3. Current issues + - Insufficient stock of some materials + - Excessive fuel consumption in the vehicle fleet + - Warehouse temperature fluctuations + The shortage of material inventory has eased, and a new issue has been added: "High water and electricity consumption in the dormitory" +4. Improvement measures + - Adjust the procurement plan + - Optimize route planning + - Upgrade the temperature control system +Verify the dormitory's water and electricity usage + +Meeting Resolutions: +□ Wang Fang: Responsible for launching the new round of procurement planning +□ Li Jun: Strengthen inventory early warning management +□ Zhang Hua: Organize the inventory count of fixed assets + +Next meeting time: 2024-03-10 +Minutes recorded by: Wang Fang diff --git a/task_lite_clean_en/314/data/ef0dbb2177296d2f_meeting_minutes_05.txt b/task_lite_clean_en/314/data/ef0dbb2177296d2f_meeting_minutes_05.txt new file mode 100644 index 0000000000000000000000000000000000000000..7dc2fee4066cb1f481132fd4f4d8eafe2eeb5cd6 --- /dev/null +++ b/task_lite_clean_en/314/data/ef0dbb2177296d2f_meeting_minutes_05.txt @@ -0,0 +1,25 @@ +[Logistics Work Meeting Minutes] +Meeting Time: 2024-05-10 14:00 +Meeting Location: Conference Room A +Chair: Director Li (Logistics Department Manager) +Attendees: Wang Fang (Procurement), Li Jun (Inventory), Zhang Hua (Assets), Zhao Min (Safety), Sun Chao (Dormitory) + +Meeting Agenda: +1. Summary of logistics work in January + - Procurement execution rate: 98% + - Inventory turnover rate: 4.2 times + - Equipment failure rate: 0.3% + Review of work in the first half of the year +2. Work plan for February + - Complete material procurement for the Spring Festival holiday + - Conduct a warehouse inventory count + - Carry out preventive maintenance on equipment + + "Summary of work in May": procurement execution rate 100%, inventory turnover rate 5.2 times, equipment failure rate 0.08% +Meeting Resolutions: +□ Wang Fang: Responsible for launching the new round of procurement planning +□ Li Jun: Strengthen inventory early warning management +□ Zhang Hua: Organize the inventory count of fixed assets + +Next meeting time: 2024-06-10 +Minutes recorded by: Wang Fang diff --git a/task_lite_clean_en/314/metadata.json b/task_lite_clean_en/314/metadata.json new file mode 100644 index 0000000000000000000000000000000000000000..75002ecb09f500c71091a062d7ebe9dae7b3dcbd --- /dev/null +++ b/task_lite_clean_en/314/metadata.json @@ -0,0 +1,139 @@ +{ + "absolute_id": 314, + "persona": "Logistics Manager", + "task": "Based on the 5 meeting minutes under the /logistics_meeting_records/january_2024/ directory, the core indicators are extracted in chronological order and the trends are sorted out to track the closed loop of problem rectification and verify the execution track of meeting resolutions. 2024_year_1_5_monthlogistics_work_review_report.pdf is generated which contains the indicator trend table, rectification ledger, task implementation status and 3 optimization suggestions, and logistics_core_data_statistics.pdf which contains 3 sheet pages of monthly indicators, problem rectification and task implementation and marks the data source to ensure data traceability.", + "task_diff": "medium", + "output_files": [ + "logistics_core_data_statistics.pdf", + "2024_year_1_5_monthlogistics_work_review_report.pdf" + ], + "rubrics": [ + "Whether the monthly core indicator table in the logistics work review report from January to May 2024 contains complete 5 rows of data from January to May, and the procurement execution rate is 98%, 99%, 99.5%, 100%, 100%", + "Is the inventory turnover rate data in the logistics work review report from January to May 2024 sequentially 4.2 times, 4.5 times, 4.8 times, 5.0 times, and 5.2 times?", + "Are the equipment failure rate data in the logistics work review report from January to May 2024 sequentially 0.30%, 0.20%, 0.15%, 0.10%, and 0.08%?", + "Does the closed-loop tracking ledger for problem rectification of the logistics work review report from January to May 2024 contain 4 problems, and the rectification completion rate is marked as 100%?", + "Does the problem rectification ledger include the problems of \"insufficient inventory of some materials\", \"high fleet fuel consumption\" and \"warehouse temperature fluctuation\"? The discovery time was 2024-01 and the rectification status is closed loop?", + "Does the problem rectification ledger include the problem of \"high water and electricity consumption in the dormitory\", which was discovered in 2024-02 and the rectification status is closed?", + "Does the statistical table on the implementation of resolutions at previous meetings in the logistics work review report from January to May 2024 include 6 resolutions, and are all marked as implemented, with the resolution implementation rate being 100%?", + "Does the logistics work review report from January to May 2024 clearly give 3 optimization suggestions, and each suggestion proposes specific improvement directions for the current management status?", + "Is the first optimization suggestion a refined inventory management (ABC classification differentiated replenishment) suggestion for improving inventory turnover rate?", + "Is the second optimization suggestion a digital energy management suggestion for dormitory water and electricity management?", + "Do the core data statistics of logistics work include three sections (sheets): monthly indicators, problem rectification, and task implementation?", + "Is each row of data in the monthly indicator table of the core data statistics of logistics work marked with the data source meeting information?", + "Is the change range of the procurement execution rate in the indicator trend change table in the core data statistics of logistics work + 2 percentage points, and the change trend is continuing to rise?", + "Is the inventory turnover rate change range in the indicator trend change table in the core data statistics of logistics work + 1.0 times, and is the change trend a steady increase?", + "Is the change range of the equipment failure rate in the indicator trend change table in the core data statistics of logistics work - 0.22 percentage points, and the change trend is a continuous decline?", + "Does the rectification ledger of core data statistics of logistics work include 4 problems, the cumulative rectification completion rate is 100%, and the average rectification cycle is marked as 2 months?", + "Is the actual completion time of \"insufficient inventory of some materials\" in the rectification account of the core data statistics problem of logistics work at the end of February, and the result of the rectification is that the closed loop has been alleviated?", + "Does the summary section of the logistics work review report from January to May 2024 clearly state that the three core indicators are continuously optimized, and the completion rate of all issues and resolutions is 100%?" + ], + "rubric_types": [ + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Basic Evaluation", + "Basic Evaluation", + "Outcome Evaluation", + "Basic Evaluation", + "Basic Evaluation", + "Basic Evaluation", + "Process Evaluation", + "Process Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Outcome Evaluation", + "Process Evaluation", + "Outcome Evaluation" + ], + "file_dep_graph": [ + { + "from": "meeting_minutes_01.txt", + "to": "meeting_minutes_02.txt" + }, + { + "from": "meeting_minutes_02.txt", + "to": "meeting_minutes_03.txt" + }, + { + "from": "meeting_minutes_03.txt", + "to": "meeting_minutes_04.txt" + }, + { + "from": "meeting_minutes_04.txt", + "to": "meeting_minutes_05.txt" + }, + { + "from": "meeting_minutes_01.txt", + "to": "2024_year_1_5_monthlogistics_work_review_report.pdf" + }, + { + "from": "meeting_minutes_02.txt", + "to": "2024_year_1_5_monthlogistics_work_review_report.pdf" + }, + { + "from": "meeting_minutes_03.txt", + "to": "2024_year_1_5_monthlogistics_work_review_report.pdf" + }, + { + "from": "meeting_minutes_04.txt", + "to": "2024_year_1_5_monthlogistics_work_review_report.pdf" + }, + { + "from": "meeting_minutes_05.txt", + "to": "2024_year_1_5_monthlogistics_work_review_report.pdf" + }, + { + "from": "meeting_minutes_01.txt", + "to": "logistics_core_data_statistics.pdf" + }, + { + "from": "meeting_minutes_02.txt", + "to": "logistics_core_data_statistics.pdf" + }, + { + "from": "meeting_minutes_03.txt", + "to": "logistics_core_data_statistics.pdf" + }, + { + "from": "meeting_minutes_04.txt", + "to": "logistics_core_data_statistics.pdf" + }, + { + "from": "meeting_minutes_05.txt", + "to": "logistics_core_data_statistics.pdf" + }, + { + "from": "logistics_core_data_statistics.pdf", + "to": "2024_year_1_5_monthlogistics_work_review_report.pdf" + } + ], + "data_manifest": [ + { + "filename": "meeting_minutes_01.txt", + "stored_relpath": "data/1979bffb418b1fd6_meeting_minutes_01.txt" + }, + { + "filename": "meeting_minutes_02.txt", + "stored_relpath": "data/6fb04b00cd04fba1_meeting_minutes_02.txt" + }, + { + "filename": "meeting_minutes_03.txt", + "stored_relpath": "data/09313a6e4610720a_meeting_minutes_03.txt" + }, + { + "filename": "meeting_minutes_04.txt", + "stored_relpath": "data/4b860019753973fc_meeting_minutes_04.txt" + }, + { + "filename": "meeting_minutes_05.txt", + "stored_relpath": "data/ef0dbb2177296d2f_meeting_minutes_05.txt" + } + ], + "tested_capabilities": [ + "Workspace Exploration", + "Task-Providing File Utilization", + "Lineage Tracing" + ] +} diff --git a/task_lite_clean_en/328/data/22f6f523d0ff25d3_4-recruitment-work-summary-presentation-PPT.pptx b/task_lite_clean_en/328/data/22f6f523d0ff25d3_4-recruitment-work-summary-presentation-PPT.pptx new file mode 100644 index 0000000000000000000000000000000000000000..8cc656ff795214dd5684f073385b436ca390c0ea --- /dev/null +++ b/task_lite_clean_en/328/data/22f6f523d0ff25d3_4-recruitment-work-summary-presentation-PPT.pptx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:22f6f523d0ff25d3a0528338adff6dc24f642bc44322d4f69eee826a89682972 +size 31252996 diff --git a/task_lite_clean_en/328/data/6835cb610a8bc13b_3-personnel-and-administration-work-summary-PPT.pptx b/task_lite_clean_en/328/data/6835cb610a8bc13b_3-personnel-and-administration-work-summary-PPT.pptx new file mode 100644 index 0000000000000000000000000000000000000000..425f8fd7dacc5114a592292ef92fd48a57ea8d53 --- /dev/null +++ b/task_lite_clean_en/328/data/6835cb610a8bc13b_3-personnel-and-administration-work-summary-PPT.pptx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:6835cb610a8bc13b9161157ed629095a0a544353f6d36b252ff0054a6c4dd6bf +size 21653286 diff --git a/task_lite_clean_en/337/data/25449dbb9dd57737__-_ecommerce-project-progress-plan.xls b/task_lite_clean_en/337/data/25449dbb9dd57737__-_ecommerce-project-progress-plan.xls index 9d27f1488d278bb5dc68c702e56a55fc3043435f..8b91e14672c4b6b7a7d16b7808e8a6c9b013b12e 100644 Binary files a/task_lite_clean_en/337/data/25449dbb9dd57737__-_ecommerce-project-progress-plan.xls and b/task_lite_clean_en/337/data/25449dbb9dd57737__-_ecommerce-project-progress-plan.xls differ diff --git a/task_lite_clean_en/340/data/9451326c33d2b795_1-employee-birthday-event-notice-poster.docx b/task_lite_clean_en/340/data/9451326c33d2b795_1-employee-birthday-event-notice-poster.docx new file mode 100644 index 0000000000000000000000000000000000000000..323901a4b42b79cc5eeb96795614a88533b0c2ce --- /dev/null +++ b/task_lite_clean_en/340/data/9451326c33d2b795_1-employee-birthday-event-notice-poster.docx @@ -0,0 +1,3 @@ +version https://git-lfs.github.com/spec/v1 +oid sha256:9451326c33d2b795a5b4930f0cc9ca45fe78c211e189a7b510ef72b9672fabe6 +size 16334203 diff --git a/task_lite_clean_en/54/metadata.json b/task_lite_clean_en/54/metadata.json index dcc116548cd0d77147d3fd1bb4a3ef25c1d693e4..61b5ad788ab8530428447b2ec9a3052fb3c085e8 100644 --- a/task_lite_clean_en/54/metadata.json +++ b/task_lite_clean_en/54/metadata.json @@ -1,6 +1,6 @@ { "absolute_id": 54, - "persona": "Administrative/Logistics Staff", + "persona": "Logistics Manager", "task": "Extract the monthly business analysis information from `monthly_analysis_report_01.txt` and `monthly_analysis_report_04.txt`, then use `monthly_analysis_report_02.txt` and `monthly_analysis_report_03.txt` to complete a quarterly summary analysis of procurement, inventory, cost, and quality. Develop corresponding logistics support plans for the common issues across each module, identify the list of key tasks that need to keep moving forward during the quarter, and generate an implementation-ready `cost_and_quality_quarterly_summary_analysis_report.doc`.", "task_diff": "hard", "output_files": [ diff --git a/task_lite_clean_en/55/metadata.json b/task_lite_clean_en/55/metadata.json index 77a613a5e73bece188a9006c17dfa4a6a3b2b1d6..b5d5fd174c2d5a547d971bb1bd966f912784668f 100644 --- a/task_lite_clean_en/55/metadata.json +++ b/task_lite_clean_en/55/metadata.json @@ -1,6 +1,6 @@ { "absolute_id": 55, - "persona": "product people", + "persona": "Product Manager", "task": "Based on `technical_solution_feature_compatibility.md` and `technical_solution_message_handling_rules.md`, identify the product requirement implementation risks associated with the technical solutions in the current files. Then use `technical_solution_key_handling_optimization.md` and `technical_solution_process_optimization.md` to align the business-goal delivery path for each solution, and output a pre-launch product-side validation checklist together with a summary of pending action items to ensure the feature launch does not create conflicts in the business experience.", "task_diff": "hard", "output_files": [ diff --git a/task_lite_clean_en/72/metadata.json b/task_lite_clean_en/72/metadata.json index 2fcfe5a5c7e86377d561a14f912bd941219e3f3f..f28822f8edcf7ad2cd7d21b76c1fe66e00785ddd 100644 --- a/task_lite_clean_en/72/metadata.json +++ b/task_lite_clean_en/72/metadata.json @@ -1,6 +1,6 @@ { "absolute_id": 72, - "persona": "Administrative/Logistics Staff", + "persona": "Logistics Manager", "task": "Integrate the core content of four emergency response management files and create a complete `emergency_end_to_end_operation_manual.doc` covering early warning, information reporting, follow-up handling, and safeguard measures, and also organize the checklists referenced in the manual for daily emergency duty use.", "task_diff": "medium", "output_files": [ diff --git a/task_lite_clean_en/75/metadata.json b/task_lite_clean_en/75/metadata.json index 4fa103b095ba3fb71b1ad9d7afb2ea6267822198..0a14fbcd1a47ad791d054cc8748d22ba58cdba60 100644 --- a/task_lite_clean_en/75/metadata.json +++ b/task_lite_clean_en/75/metadata.json @@ -1,6 +1,6 @@ { "absolute_id": 75, - "persona": "researcher", + "persona": "Researcher", "task": "Based on the downloaded mini-game activity information and the icebreaker game plans in the four files, design a complete activity flow sheet aimed at helping new employees break the ice and get to know one another quickly. Specify the sequence of each step, duration, venue and materials, and precautions, and generate the directly actionable `new_employee_icebreaker_team_building_execution_manual.doc`.", "task_diff": "medium", "output_files": [ diff --git a/task_lite_clean_en/91/metadata.json b/task_lite_clean_en/91/metadata.json index 8638b74c4a70160382e13f7abf5ae6cf61e764ac..7c1305ee91846d8913c7732e2d29907ab3b14ea0 100644 --- a/task_lite_clean_en/91/metadata.json +++ b/task_lite_clean_en/91/metadata.json @@ -1,6 +1,6 @@ { "absolute_id": 91, - "persona": "Developer", + "persona": "Backend Developer", "task": "Logically integrate the four employee handbook chapter fragments into a complete official version of `factory_employee_handbook.doc`, verify that the references between the rewards-and-penalties section and the prerequisite management sections are consistent, resolve content conflicts, and produce a unified policy document that can be used for employee onboarding training, daily management assessment, and disciplinary handling, ensuring all management rules are logically consistent and expressed uniformly.", "task_diff": "easy", "output_files": [ diff --git a/task_lite_clean_en_metadata_table.csv b/task_lite_clean_en_metadata_table.csv index 8427445846ade0b9c6a844c72f0cf324aafc8042..0562885b4012e0cc0ddf17b38a1ce9477da501ff 100644 --- a/task_lite_clean_en_metadata_table.csv +++ b/task_lite_clean_en_metadata_table.csv @@ -12,16 +12,16 @@ 45,Product Manager,"Based on the departmental expense trend analysis table, the annual revenue statistics table, the product cost-profit comparison table, and the product sales analysis table, including sales data, and considering the roles and work needs of the people involved in collaboration, infer their job responsibilities, work needs, and corresponding spreadsheet permissions such as view, edit, modify, delete, and reference, and generate a file with the results for me.",medium,"[""personnel-role-responsibility-and-permission-allocation-table.docx""]","[""Does the output file clearly list all four target report types: the departmental expense trend analysis table, the annual revenue statistics table, the product cost-profit comparison analysis table, and the product sales analysis table?"",""Does the described scope of potential collaborators include at least 10 distinct roles, covering finance, business departments, management, and system administration?"",""Does the output file clearly describe the core purpose of each target report and map each one to the relevant collaborative roles?"",""Do the core responsibilities of the cost accountant include product cost accounting, cost analysis, monitoring cost changes, and preparing cost reports?"",""Do the finance manager's core responsibilities include reviewing financial statements, conducting financial analysis, formulating financial strategy, and approving expense budgets?"",""Do the sales specialist's core responsibilities include handling specific product sales, following up on customer orders, and feeding back sales data?"",""Does the cost accountant have edit, modify, and reference permissions for the product cost-profit comparison table, while having view-only permission for the other three tables?"",""Does the sales accountant have edit and modify permissions for the annual revenue statistics table and the product sales analysis table, while having only view permission for the product cost-profit comparison table?"",""Does the sales specialist have permission to view only regional data in the product sales analysis table, with no access or no visibility for the other three tables?"",""Do department heads have access only to their own department's expense data and not to expense data from other departments?"",""Does the system administrator have template-level edit access to all four reports without permission to alter business data content?"",""Does the output file clearly list the five core permission-allocation principles: responsibility matching, least privilege, data isolation, clear division of labor, and safety with controllability?"",""Does the permission design follow the principle of matching authority to responsibility and enforcing least privilege, so that each role's responsibilities align with its permission scope?"",""Is the principle of data isolation implemented, so that each department head can view only data relevant to that department?"",""Is the principle of clear division of labor implemented, so that data maintenance personnel can edit and modify while reviewers and decision-makers have only viewing rights?"",""Are the inferred results organized in a clear structure of Role - Responsibilities - Needs - Permissions - Description?"",""Does the output file contain four complete sections: report basics, permission assignment table, permission assignment principles, and summary?"",""Is the inferred content fully consistent with the business scenario of the four financial reports and directly usable for real collaborative permission configuration?"",""Does the output make it clear that deletion permission for core financial data belongs only to the system administrator, and that business staff do not have deletion rights?""]","[""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Process Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Process Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Process Evaluation""]","[{""from"":""3-financial-department-expense-dynamic-analysis.xlsx"",""to"":""4-financial-annual-revenue-statistics-visual-charts.xlsx""},{""from"":""3-financial-department-expense-dynamic-analysis.xlsx"",""to"":""5-product-cost-profit-comparative-analysis.xlsx""},{""from"":""3-financial-department-expense-dynamic-analysis.xlsx"",""to"":""6-product-sales-analysis-dashboard(chart-linkage_selected-analysis).xlsx""}]","[{""filename"":""3-financial-department-expense-dynamic-analysis.xlsx"",""stored_relpath"":""data/4845b50085d5768e_3-financial-department-expense-dynamic-analysis.xlsx""},{""filename"":""4-financial-annual-revenue-statistics-visual-charts.xlsx"",""stored_relpath"":""data/226f7fcf1f0bd0b8_4-financial-annual-revenue-statistics-visual-charts.xlsx""},{""filename"":""5-product-cost-profit-comparative-analysis.xlsx"",""stored_relpath"":""data/4cc00684f9963ec5_5-product-cost-profit-comparative-analysis.xlsx""},{""filename"":""6-product-sales-analysis-dashboard(chart-linkage_selected-analysis).xlsx"",""stored_relpath"":""data/40da3ec74645013a_6-product-sales-analysis-dashboard(chart-linkage_selected-analysis).xlsx""}]","[""Task-Providing File Utilization""]" 47,Logistics Manager,"Using the employee records file in Employee Benefits, create charts showing employees' salary grades and annual leave days, place the charts below the original table for easy viewing, generate a file named `employee-file_with-visualized-version_.xlsx`, and save it to `/desktop/logistics/employee-benefits/employee-file/`.",medium,"[""employee-file_with-visualized-version_.xlsx""]","[""Was the source file `/desktop/logistics/employee-benefits/employee-file/employee-file.xlsx` located and read successfully?"",""Were the columns related to employee salary grade and annual leave days accurately extracted from the source Excel file?"",""Was a file named employee-file_with-visualized-version_.xlsx generated successfully?"",""Are all 30 employee records from the original table preserved in the generated Excel file?"",""Does the visualization accurately reflect the distribution of employee salary grades, including grades 3 through 9?"",""Is the generated chart placed below cell A35 of the original table without obscuring the original data?"",""Does the visualization include two charts: one for salary grade distribution and one for annual leave day distribution?"",""Was the generated visualization embedded directly into the Excel file rather than saved only as a separate image?"",""In the visualization, is the number of employees with salary grade 6 equal to 6?"",""In the visualization, is the number of employees with 16-20 annual leave days equal to 16?"",""Do the charts include clear titles, such as \""Employee Salary Grade Distribution\"" and \""Employee Annual Leave Days Distribution\""?"",""In the Excel file, is the maximum salary grade value 9 and the minimum value 3?"",""In the Excel file, is the maximum annual leave value 24 days and the minimum value 15 days?"",""Are specific employee counts labeled on the bars in the chart?"",""Do all 19 original data columns, including employee ID, name, gender, and other fields, remain intact?"",""Does the chart show 4 employees with salary grade 3?"",""Does the chart show 4 employees with salary grade 7?"",""Does the chart show 1 employee in the 11-15 annual leave day range?"",""Does the chart show 13 employees in the 21-25 annual leave day range?"",""Does the salary grade distribution chart contain 7 bars for grades 3, 4, 5, 6, 7, 8, and 9?""]","[""Basic Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation""]","[{""from"":""employee-file.xlsx"",""to"":""employee-file_with-visualized-version_.xlsx""}]","[{""filename"":""employee-file.xlsx"",""stored_relpath"":""data/f66a0cad8d3660a5_employee-file.xlsx""}]","[""Task-Providing File Utilization""]" 53,Product Manager,"Using the core data from the design specifications in the four newly downloaded interaction documents, build a standardized dataset according to the specified dimensions, organize a unified interaction workflow and performance standard, and generate an implementation-ready TXT report titled `Integrated Data Interaction Report`, saving it to the desktop.",medium,"[""interaction_document_6.txt"",""interaction_document_8.txt"",""interaction_document_10.txt"",""interaction_document_13.txt""]","[""Does the standardized form contain 4 design records corresponding to design numbers DES-0006, DES-0008, DES-0010, DES-0013?"",""In the DES-0006 record, is the design date 2024-12-18, is the color specification brand color system 2, and is the font font 1?"",""Is the loading time threshold < 1s for all 4 records and the response time threshold < 200ms?"",""Is the data update time threshold for all 4 records < 500ms, and do the design highlights include a \""clean and intuitive interface\"" and \""fast response time\""?"",""Are the spacing specifications of all 4 records standard spacing, and are the functions displayed in a list?"",""Are the 4 process nodes explicitly listed in the Unified Interactive Processes section: Entering the Page Stage, User Action Stage, Data Handling Stage, and Exception Handling Stage?"",""In the unified performance standard, is the user action feedback response time-consuming required to be less than 200 milliseconds?"",""In the uniform design specification standard, is it clear that all pages must use standard spacing?"",""In the design specification standard, is it clear that abnormal scenarios must provide friendly prompts?"",""In the summary of approval status, do you indicate that the current approval status of all 4 interactive documents is pending approval?"",""Does the report contain five main parts: standardized datasets, unified interaction process specifications, unified performance standards, unified design specification standards, and summary of approval status?""]","[""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Process Evaluation""]","[{""from"":""interaction_document_6.txt"",""to"":""interaction_document_8.txt""},{""from"":""interaction_document_8.txt"",""to"":""interaction_document_10.txt""},{""from"":""interaction_document_10.txt"",""to"":""interaction_document_6.txt""}]","[{""filename"":""interaction_document_6.txt"",""stored_relpath"":""data/9cf14e391f24e7e1_interaction_document_6.txt""},{""filename"":""interaction_document_8.txt"",""stored_relpath"":""data/a6e5fcb95e3a3762_interaction_document_8.txt""},{""filename"":""interaction_document_10.txt"",""stored_relpath"":""data/e80522a103469b7d_interaction_document_10.txt""},{""filename"":""interaction_document_13.txt"",""stored_relpath"":""data/94c43278fb41bc8e_interaction_document_13.txt""}]","[""Workspace Exploration"",""Task-Providing File Utilization"",""Result-Providing Files Utilization""]" -54,Administrative/Logistics Staff,"Extract the monthly business analysis information from `monthly_analysis_report_01.txt` and `monthly_analysis_report_04.txt`, then use `monthly_analysis_report_02.txt` and `monthly_analysis_report_03.txt` to complete a quarterly summary analysis of procurement, inventory, cost, and quality. Develop corresponding logistics support plans for the common issues across each module, identify the list of key tasks that need to keep moving forward during the quarter, and generate an implementation-ready `cost_and_quality_quarterly_summary_analysis_report.doc`.",hard,"[""cost_and_quality_quarterly_summary_analysis_report.doc""]","[""For the April 2024 reporting period, does `cost_and_quality_quarterly_summary_analysis_report.doc` state that the total purchase amount is RMB 1,012,620?"",""Does `cost_and_quality_quarterly_summary_analysis_report.doc` state that the inventory turnover rate is 2 times per month and the product qualification rate is 98%?"",""For the January 2024 reporting period, does `cost_and_quality_quarterly_summary_analysis_report.doc` state that the average procurement cycle is 31 days?"",""Does `cost_and_quality_quarterly_summary_analysis_report.doc` state that the inventory turnover rate is 10 times per month and the supplier quality score is 93/100?"",""For the March 2024 reporting period, does `cost_and_quality_quarterly_summary_analysis_report.doc` state that the number of suppliers is 38?"",""Does `cost_and_quality_quarterly_summary_analysis_report.doc` state that the repair rate is 0% and that cost is down 14% year over year?"",""For the February 2024 reporting period, does `cost_and_quality_quarterly_summary_analysis_report.doc` state that the total purchase amount is RMB 1,024,928?"",""Does `cost_and_quality_quarterly_summary_analysis_report.doc` state that the inventory accuracy rate is 95% and the stockout rate is 1%?"",""Does `cost_and_quality_quarterly_summary_analysis_report.doc` state that the total mid-quarter procurement amount is RMB 3,059,346 and that the average procurement cycle is 22.67 days?"",""Does `cost_and_quality_quarterly_summary_analysis_report.doc` state that the average quarterly inventory turnover rate is 6 times per month and the average quarterly inventory value is RMB 2,011,390?"",""Does `cost_and_quality_quarterly_summary_analysis_report.doc` state that the average monthly cost during the quarter is RMB 525,345 and the average per-capita quarterly cost is RMB 33,505?"",""Does `cost_and_quality_quarterly_summary_analysis_report.doc` state that the average quarterly product qualification rate is 98% and the average supplier quality score is 90.67/100?"",""Does `cost_and_quality_quarterly_summary_analysis_report.doc` identify four common problems: low inventory turnover, long procurement cycles, inefficient information systems, and the need to improve the quality management system?"",""Does `cost_and_quality_quarterly_summary_analysis_report.doc` provide a specific logistics support plan for each common problem, clearly identifying the responsible department and completion time?"",""Does the ongoing key-work list in `cost_and_quality_quarterly_summary_analysis_report.doc` contain 10 specific tasks, each with a responsible role, promotion frequency, completion standard, and cooperating department?"",""Does `cost_and_quality_quarterly_summary_analysis_report.doc` include four concrete implementation requirements, clearly describing the monthly regular-meeting system and quarterly review mechanism?"",""Does the output file contain a complete chapter structure, and is the content directly actionable in practice?"",""Does `cost_and_quality_quarterly_summary_analysis_report.doc` retain all six sections of the original report: procurement metrics analysis, inventory metrics analysis, cost metrics analysis, quality metrics analysis, key issues and suggestions, and next month's work priorities?""]","[""Result Evaluation"",""Result Evaluation"",""Result Evaluation"",""Result Evaluation"",""Result Evaluation"",""Result Evaluation"",""Result Evaluation"",""Result Evaluation"",""Result Evaluation"",""Result Evaluation"",""Result Evaluation"",""Result Evaluation"",""Process Evaluation"",""Process Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation""]","[{""from"":""monthly_analysis_report_01.txt"",""to"":""cost_and_quality_quarterly_summary_analysis_report.doc""},{""from"":""monthly_analysis_report_02.txt"",""to"":""cost_and_quality_quarterly_summary_analysis_report.doc""},{""from"":""monthly_analysis_report_03.txt"",""to"":""cost_and_quality_quarterly_summary_analysis_report.doc""},{""from"":""monthly_analysis_report_04.txt"",""to"":""cost_and_quality_quarterly_summary_analysis_report.doc""}]","[{""filename"":""monthly_analysis_report_01.txt"",""stored_relpath"":""data/e66511bb36406c7c_monthly_analysis_report_01.txt""},{""filename"":""monthly_analysis_report_02.txt"",""stored_relpath"":""data/e7402f254b6e2ee7_monthly_analysis_report_02.txt""},{""filename"":""monthly_analysis_report_03.txt"",""stored_relpath"":""data/030f4a7ca851d764_monthly_analysis_report_03.txt""},{""filename"":""monthly_analysis_report_04.txt"",""stored_relpath"":""data/b8efeef799e0d788_monthly_analysis_report_04.txt""}]","[""Workspace Exploration"",""Task-Providing File Utilization"",""Result-Providing Files Utilization"",""Semantic Content Relations Understanding""]" -55,product people,"Based on `technical_solution_feature_compatibility.md` and `technical_solution_message_handling_rules.md`, identify the product requirement implementation risks associated with the technical solutions in the current files. Then use `technical_solution_key_handling_optimization.md` and `technical_solution_process_optimization.md` to align the business-goal delivery path for each solution, and output a pre-launch product-side validation checklist together with a summary of pending action items to ensure the feature launch does not create conflicts in the business experience.",hard,"[""product_side_validation_checklist_and_todo_summary.doc""]","[""Does `product_side_validation_checklist_and_todo_summary.doc` correctly extract the business background of the feature-pinning compatibility scenario, namely that new users may be confused when two features are pinned simultaneously on first login?"",""Does `product_side_validation_checklist_and_todo_summary.doc` correctly document the business objectives of the feature-pinning compatibility scenario: avoiding simultaneous dual-feature pinning and reducing negative user feedback?"",""For the feature-pinning compatibility scenario, does `product_side_validation_checklist_and_todo_summary.doc` include the risk point that `Function B may still appear near the top of the feed`?"",""Does the checklist for the feature-pinning compatibility scheme in `product_side_validation_checklist_and_todo_summary.doc` contain 10 checkpoints covering different permission-combination scenarios for new users?"",""Does `product_side_validation_checklist_and_todo_summary.doc` correctly extract the business context for autoresponder optimization, namely that the creator badge disappeared abnormally after the user triggered the autoresponder?"",""Does `product_side_validation_checklist_and_todo_summary.doc` correctly identify the high-risk issue that the final autoresponder option is still unclear?"",""Does the autoresponder-optimization checklist in `product_side_validation_checklist_and_todo_summary.doc` include checks for guest triggers, quoted replies, and multi-device scenarios?"",""Does `product_side_validation_checklist_and_todo_summary.doc` correctly extract the business context of the dissolved encrypted one-to-one chat scheme, namely whether users can still search for dissolved sessions after cross-unit migration?"",""Does `product_side_validation_checklist_and_todo_summary.doc` clearly indicate that the dissolved encrypted one-to-one chat scheme has not been finalized and still requires product confirmation?"",""Does the checklist for the dissolved encrypted one-to-one chat scheme in `product_side_validation_checklist_and_todo_summary.doc` include checkpoints for multiple cross-unit migration scenarios?"",""Does `product_side_validation_checklist_and_todo_summary.doc` correctly extract the quantitative business goals for preview-update process optimization, namely a 50% reduction in Push peak traffic and a 20% month-over-month reduction in preview pull traffic?"",""Does `product_side_validation_checklist_and_todo_summary.doc` correctly identify the risk that introducing Redis dependencies increases architectural complexity in the preview-update scenario?"",""Does the checklist for the preview-update optimization solution in `product_side_validation_checklist_and_todo_summary.doc` include a traffic-target validation checklist?"",""Does `product_side_validation_checklist_and_todo_summary.doc` organize risk points under all four solutions, with each risk point marked by a risk level?"",""Does `product_side_validation_checklist_and_todo_summary.doc` align the business-goal delivery path for each scenario separately and provide a conclusion for each alignment?"",""Is the product-side checklist in `product_side_validation_checklist_and_todo_summary.doc` organized by the four solutions, with each checkpoint marked by priority?"",""Does `product_side_validation_checklist_and_todo_summary.doc` summarize product-side action items by P0, P1, and P2 priority levels?"",""In `product_side_validation_checklist_and_todo_summary.doc`, does the P0 to-do list include the three core items `Confirm expectations for the feature-pinning edge case`, `Finalize the autoresponder option`, and `Confirm the final solution for the dissolved encrypted one-to-one chat`?"",""Does the summary section of `product_side_validation_checklist_and_todo_summary.doc` identify the four major shared risk types across the four scenarios: solution certainty, edge cases, quantitative validation, and performance impact?"",""Is the output file clearly structured, including the five core modules of background summary, risk analysis, path alignment, checklist, and to-do summary?""]","[""Basic Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Result Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Result Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Result Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Result Evaluation"",""Process Evaluation"",""Process Evaluation"",""Result Evaluation"",""Result Evaluation"",""Result Evaluation"",""Result Evaluation"",""Basic Evaluation""]","[{""from"":""technical_solution_feature_compatibility.md"",""to"":""product_side_validation_checklist_and_todo_summary.doc""},{""from"":""technical_solution_message_handling_rules.md"",""to"":""product_side_validation_checklist_and_todo_summary.doc""},{""from"":""technical_solution_key_handling_optimization.md"",""to"":""product_side_validation_checklist_and_todo_summary.doc""},{""from"":""technical_solution_process_optimization.md"",""to"":""product_side_validation_checklist_and_todo_summary.doc""}]","[{""filename"":""technical_solution_feature_compatibility.md"",""stored_relpath"":""data/fb626fc4e0e57922_technical_solution_feature_compatibility.md""},{""filename"":""technical_solution_message_handling_rules.md"",""stored_relpath"":""data/2a2412295a209746_technical_solution_message_handling_rules.md""},{""filename"":""technical_solution_key_handling_optimization.md"",""stored_relpath"":""data/4031553f83783abf_technical_solution_key_handling_optimization.md""},{""filename"":""technical_solution_process_optimization.md"",""stored_relpath"":""data/28839e9657b9d812_technical_solution_process_optimization.md""}]","[""Workspace Exploration"",""Task-Providing File Utilization"",""Result-Providing Files Utilization"",""Semantic Content Relations Understanding""]" -72,Administrative/Logistics Staff,"Integrate the core content of four emergency response management files and create a complete `emergency_end_to_end_operation_manual.doc` covering early warning, information reporting, follow-up handling, and safeguard measures, and also organize the checklists referenced in the manual for daily emergency duty use.",medium,"[""emergency_end_to_end_operation_manual.doc""]","[""Does emergency_end_to_end_operation_manual.doc include 4 types of early warning triggering scenarios in its entirety, namely, the early warning issued by the Production Safety Emergency Response Center in District XX, the early warning issued by the Office of the Production Safety Committee in District XX, the early warning triggered by accidents in surrounding units, and the early warning issued by the enterprise?"",""Is it clearly stated in emergency_end_to_end_operation_manual.doc that the social-level early warning shall be lifted by the Production Safety Emergency Response Center in District XX, and the company-level early warning shall be lifted by the Emergency General Commander?"",""Does emergency_end_to_end_operation_manual.doc include the specific work content of the response preparation phase, that is, the establishment of a command center, the deployment of emergency resources, the preparation of rescue materials, and the standby of the rescue team?"",""Is there a clear hierarchical reporting process in emergency_end_to_end_operation_manual.doc: Minor accidents are handled and reported internally by the department, and more serious accidents are reported to the general manager. Especially serious accidents can be directly reported to the Production Safety Emergency Response Center in District XX?"",""Does emergency_end_to_end_operation_manual.doc include a time limit for reporting incident information, i.e. should it be reported immediately from the time of the incident?"",""Does the list of attached emergency contact numbers in emergency_end_to_end_operation_manual.doc include the company's 24-hour on-duty phone number, the XX District Production Safety Emergency Response Center phone number, and the XX Production Safety Committee Office phone number?"",""Is it clear in emergency_end_to_end_operation_manual.doc that the person responsible for reporting the incident information is XX, and the contact number is 138XXXXXXXX?"",""Does emergency_end_to_end_operation_manual.doc fully cover the 6 core tasks of post-processing, namely pollutant treatment, accident consequence elimination, production order restoration, medical treatment, aftermath compensation, and emergency rescue assessment?"",""Is it clear in emergency_end_to_end_operation_manual.doc that the responsible subject for the elimination of the consequences of the accident is the emergency rescue team, and the responsible subject for the aftermath compensation is the Engineering Department?"",""Is it clear in emergency_end_to_end_operation_manual.doc that minor injury accidents need to be handled in writing to the accident investigation and handling team within 2 hours?"",""Is it clear in emergency_end_to_end_operation_manual.doc that the emergency response summary report should include the emergency response process, the resources used, the lessons learned from the problem, and the proposal for modification of the plan?"",""Does emergency_end_to_end_operation_manual.doc include four types of emergency support measures: communication and information support, emergency team support, material equipment support, and other support (including financial support)?"",""Is it clear in emergency_end_to_end_operation_manual.doc that all three types of communication information update responsible subjects are security officers and need to be communicated to relevant departments within 24 hours after the update?"",""Is it clear in emergency_end_to_end_operation_manual.doc that the emergency response team consists of five emergency response teams, namely, the emergency rescue team, the pollution control team, the alert evacuation team, the medical emergency team, and the logistics support team?"",""Is it clear in emergency_end_to_end_operation_manual.doc that emergency rescue funds are listed in the security fund investment and include four types of use?"",""Are the output files stored according to the classification of early warning, information reporting, post-processing, and safeguards?"",""Are the contents of the output file extracted from the core content of the original file, without additional information added by error?"",""Does emergency_end_to_end_operation_manual.doc have a complete emergency contact list attached at the end, and the form is clear and easy to consult on a daily basis?"",""Is the output file format layout clear, the title is hierarchical, and the content is clear and easy to use for emergency duty?"",""Is it clear in emergency_end_to_end_operation_manual.doc that the company has signed an emergency mutual assistance agreement with the surrounding enterprises, and can call the emergency resources of the surrounding enterprises?""]","[""Basic Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Result Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Process Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Process Evaluation"",""Process Evaluation"",""Result Evaluation"",""Result Evaluation"",""Process Evaluation""]","[{""from"":""emergency_end_to_end_operation_manual.doc"",""to"":""emergency_response_1.txt""},{""from"":""emergency_end_to_end_operation_manual.doc"",""to"":""emergency_response_2.txt""},{""from"":""emergency_end_to_end_operation_manual.doc"",""to"":""emergency_response_3.txt""},{""from"":""emergency_end_to_end_operation_manual.doc"",""to"":""emergency_response_4.txt""}]","[{""filename"":""emergency_response_1.txt"",""stored_relpath"":""data/bcb66c58227e343d_emergency_response_1.txt""},{""filename"":""emergency_response_2.txt"",""stored_relpath"":""data/2d1dc577c240ba25_emergency_response_2.txt""},{""filename"":""emergency_response_3.txt"",""stored_relpath"":""data/27279c0f11776e4b_emergency_response_3.txt""},{""filename"":""emergency_response_4.txt"",""stored_relpath"":""data/82cf1bb1a2940ff2_emergency_response_4.txt""}]","[""Workspace Exploration"",""Result-Providing Files Utilization""]" -75,researcher,"Based on the downloaded mini-game activity information and the icebreaker game plans in the four files, design a complete activity flow sheet aimed at helping new employees break the ice and get to know one another quickly. Specify the sequence of each step, duration, venue and materials, and precautions, and generate the directly actionable `new_employee_icebreaker_team_building_execution_manual.doc`.",medium,"[""new_employee_icebreaker_team_building_execution_manual.doc""]","[""In new_employee_icebreaker_team_building_execution_manual.doc, do the rules of the mystery character game fully include the core rules of 'secretly designating mystery characters', 'shaking hands to get a dollar'?"",""In new_employee_icebreaker_team_building_execution_manual.doc, is the goal of the mystery character game explicitly written to encourage new hires to get to know each other and bring learners together?"",""Does new_employee_icebreaker_team_building_execution_manual.doc set the mystery character as the first link and mark the expected length as 15 minutes?"",""In new_employee_icebreaker_team_building_execution_manual.doc, does the complete password process of the gale blowing game include the fixed question and answer format of 'gale→→ blowing what blowing X'?"",""Does new_employee_icebreaker_team_building_execution_manual.doc set the gale blowing as the second link and mark the expected duration as 10 minutes?"",""In `new_employee_icebreaker_team_building_execution_manual.doc`, does the Pairing Game clearly state that after the `person-to-person` command is given, participants must scramble to find a new partner and the unpaired person becomes the next caller?"",""In `new_employee_icebreaker_team_building_execution_manual.doc`, does the Pairing Game clearly require that body parts already used in a prior pairing cannot be reused?"",""Does `new_employee_icebreaker_team_building_execution_manual.doc` place the Pairing Game as the third activity and label its expected duration as 12 minutes?"",""In `new_employee_icebreaker_team_building_execution_manual.doc`, does the Treasure Hunt require teams of 5 people and clearly list 10 treasure-hunt items, including a paper clip, a red ballpoint pen, a handful of soil, a newspaper, and soap?"",""Does `new_employee_icebreaker_team_building_execution_manual.doc` place the Treasure Hunt as the fourth activity and label its expected duration as 10 minutes?"",""Does `new_employee_icebreaker_team_building_execution_manual.doc` include a sharing and recap session with a marked duration of 5 minutes?"",""Does `new_employee_icebreaker_team_building_execution_manual.doc` contain a complete process table with six columns: sequence, game name, activity objective, estimated duration, venue requirements, and required materials?"",""Does `new_employee_icebreaker_team_building_execution_manual.doc` include a separate precautions section covering both general precautions and game-specific precautions?"",""In the Pairing Game precautions in `new_employee_icebreaker_team_building_execution_manual.doc`, is it clearly stated that contact involving sensitive body parts is prohibited?"",""Does `new_employee_icebreaker_team_building_execution_manual.doc` include a complete materials preparation checklist listing all items that must be prepared in advance?"",""Does `new_employee_icebreaker_team_building_execution_manual.doc` include an overall time-control table clearly listing the activity content for each time block?"",""Is the total activity duration in `new_employee_icebreaker_team_building_execution_manual.doc` controlled within the range of 60 to 65 minutes?"",""Does `new_employee_icebreaker_team_building_execution_manual.doc` clearly require extra attention to introverted new employees and appropriate encouragement to help them participate?"",""Do the discussion questions for the Treasure Hunt include `Did every team member participate?` and `Did the team make a plan before acting?`?"",""Does the Mystery Character game retain the variant rule stating that `you earn 5 yuan for every 10 people you shake hands with`?"",""Does `new_employee_icebreaker_team_building_execution_manual.doc` preserve the original information for the Pairing Game in full, with no content missing?""]","[""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Result Evaluation"",""Process Evaluation"",""Result Evaluation"",""Result Evaluation"",""Result Evaluation"",""Result Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation""]","[{""from"":""various_minigames_1.txt"",""to"":""new_employee_icebreaker_team_building_execution_manual.doc""},{""from"":""various_minigames_2.txt"",""to"":""new_employee_icebreaker_team_building_execution_manual.doc""},{""from"":""various_minigames_3.txt"",""to"":""new_employee_icebreaker_team_building_execution_manual.doc""},{""from"":""various_minigames_4.txt"",""to"":""new_employee_icebreaker_team_building_execution_manual.doc""}]","[{""filename"":""various_minigames_1.txt"",""stored_relpath"":""data/d31fa0dd2bc82063_various_minigames_1.txt""},{""filename"":""various_minigames_2.txt"",""stored_relpath"":""data/cb79b90ee3fa8a3b_various_minigames_2.txt""},{""filename"":""various_minigames_3.txt"",""stored_relpath"":""data/d21ac4ab08eaed5f_various_minigames_3.txt""},{""filename"":""various_minigames_4.txt"",""stored_relpath"":""data/41f29c2a2f6f991f_various_minigames_4.txt""}]","[""Workspace Exploration"",""Task-Providing File Utilization"",""Result-Providing Files Utilization""]" +54,Logistics Manager,"Extract the monthly business analysis information from `monthly_analysis_report_01.txt` and `monthly_analysis_report_04.txt`, then use `monthly_analysis_report_02.txt` and `monthly_analysis_report_03.txt` to complete a quarterly summary analysis of procurement, inventory, cost, and quality. Develop corresponding logistics support plans for the common issues across each module, identify the list of key tasks that need to keep moving forward during the quarter, and generate an implementation-ready `cost_and_quality_quarterly_summary_analysis_report.doc`.",hard,"[""cost_and_quality_quarterly_summary_analysis_report.doc""]","[""For the April 2024 reporting period, does `cost_and_quality_quarterly_summary_analysis_report.doc` state that the total purchase amount is RMB 1,012,620?"",""Does `cost_and_quality_quarterly_summary_analysis_report.doc` state that the inventory turnover rate is 2 times per month and the product qualification rate is 98%?"",""For the January 2024 reporting period, does `cost_and_quality_quarterly_summary_analysis_report.doc` state that the average procurement cycle is 31 days?"",""Does `cost_and_quality_quarterly_summary_analysis_report.doc` state that the inventory turnover rate is 10 times per month and the supplier quality score is 93/100?"",""For the March 2024 reporting period, does `cost_and_quality_quarterly_summary_analysis_report.doc` state that the number of suppliers is 38?"",""Does `cost_and_quality_quarterly_summary_analysis_report.doc` state that the repair rate is 0% and that cost is down 14% year over year?"",""For the February 2024 reporting period, does `cost_and_quality_quarterly_summary_analysis_report.doc` state that the total purchase amount is RMB 1,024,928?"",""Does `cost_and_quality_quarterly_summary_analysis_report.doc` state that the inventory accuracy rate is 95% and the stockout rate is 1%?"",""Does `cost_and_quality_quarterly_summary_analysis_report.doc` state that the total mid-quarter procurement amount is RMB 3,059,346 and that the average procurement cycle is 22.67 days?"",""Does `cost_and_quality_quarterly_summary_analysis_report.doc` state that the average quarterly inventory turnover rate is 6 times per month and the average quarterly inventory value is RMB 2,011,390?"",""Does `cost_and_quality_quarterly_summary_analysis_report.doc` state that the average monthly cost during the quarter is RMB 525,345 and the average per-capita quarterly cost is RMB 33,505?"",""Does `cost_and_quality_quarterly_summary_analysis_report.doc` state that the average quarterly product qualification rate is 98% and the average supplier quality score is 90.67/100?"",""Does `cost_and_quality_quarterly_summary_analysis_report.doc` identify four common problems: low inventory turnover, long procurement cycles, inefficient information systems, and the need to improve the quality management system?"",""Does `cost_and_quality_quarterly_summary_analysis_report.doc` provide a specific logistics support plan for each common problem, clearly identifying the responsible department and completion time?"",""Does the ongoing key-work list in `cost_and_quality_quarterly_summary_analysis_report.doc` contain 10 specific tasks, each with a responsible role, promotion frequency, completion standard, and cooperating department?"",""Does `cost_and_quality_quarterly_summary_analysis_report.doc` include four concrete implementation requirements, clearly describing the monthly regular-meeting system and quarterly review mechanism?"",""Does the output file contain a complete chapter structure, and is the content directly actionable in practice?"",""Does `cost_and_quality_quarterly_summary_analysis_report.doc` retain all six sections of the original report: procurement metrics analysis, inventory metrics analysis, cost metrics analysis, quality metrics analysis, key issues and suggestions, and next month's work priorities?""]","[""Result Evaluation"",""Result Evaluation"",""Result Evaluation"",""Result Evaluation"",""Result Evaluation"",""Result Evaluation"",""Result Evaluation"",""Result Evaluation"",""Result Evaluation"",""Result Evaluation"",""Result Evaluation"",""Result Evaluation"",""Process Evaluation"",""Process Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation""]","[{""from"":""monthly_analysis_report_01.txt"",""to"":""cost_and_quality_quarterly_summary_analysis_report.doc""},{""from"":""monthly_analysis_report_02.txt"",""to"":""cost_and_quality_quarterly_summary_analysis_report.doc""},{""from"":""monthly_analysis_report_03.txt"",""to"":""cost_and_quality_quarterly_summary_analysis_report.doc""},{""from"":""monthly_analysis_report_04.txt"",""to"":""cost_and_quality_quarterly_summary_analysis_report.doc""}]","[{""filename"":""monthly_analysis_report_01.txt"",""stored_relpath"":""data/e66511bb36406c7c_monthly_analysis_report_01.txt""},{""filename"":""monthly_analysis_report_02.txt"",""stored_relpath"":""data/e7402f254b6e2ee7_monthly_analysis_report_02.txt""},{""filename"":""monthly_analysis_report_03.txt"",""stored_relpath"":""data/030f4a7ca851d764_monthly_analysis_report_03.txt""},{""filename"":""monthly_analysis_report_04.txt"",""stored_relpath"":""data/b8efeef799e0d788_monthly_analysis_report_04.txt""}]","[""Workspace Exploration"",""Task-Providing File Utilization"",""Result-Providing Files Utilization"",""Semantic Content Relations Understanding""]" +55,Product Manager,"Based on `technical_solution_feature_compatibility.md` and `technical_solution_message_handling_rules.md`, identify the product requirement implementation risks associated with the technical solutions in the current files. Then use `technical_solution_key_handling_optimization.md` and `technical_solution_process_optimization.md` to align the business-goal delivery path for each solution, and output a pre-launch product-side validation checklist together with a summary of pending action items to ensure the feature launch does not create conflicts in the business experience.",hard,"[""product_side_validation_checklist_and_todo_summary.doc""]","[""Does `product_side_validation_checklist_and_todo_summary.doc` correctly extract the business background of the feature-pinning compatibility scenario, namely that new users may be confused when two features are pinned simultaneously on first login?"",""Does `product_side_validation_checklist_and_todo_summary.doc` correctly document the business objectives of the feature-pinning compatibility scenario: avoiding simultaneous dual-feature pinning and reducing negative user feedback?"",""For the feature-pinning compatibility scenario, does `product_side_validation_checklist_and_todo_summary.doc` include the risk point that `Function B may still appear near the top of the feed`?"",""Does the checklist for the feature-pinning compatibility scheme in `product_side_validation_checklist_and_todo_summary.doc` contain 10 checkpoints covering different permission-combination scenarios for new users?"",""Does `product_side_validation_checklist_and_todo_summary.doc` correctly extract the business context for autoresponder optimization, namely that the creator badge disappeared abnormally after the user triggered the autoresponder?"",""Does `product_side_validation_checklist_and_todo_summary.doc` correctly identify the high-risk issue that the final autoresponder option is still unclear?"",""Does the autoresponder-optimization checklist in `product_side_validation_checklist_and_todo_summary.doc` include checks for guest triggers, quoted replies, and multi-device scenarios?"",""Does `product_side_validation_checklist_and_todo_summary.doc` correctly extract the business context of the dissolved encrypted one-to-one chat scheme, namely whether users can still search for dissolved sessions after cross-unit migration?"",""Does `product_side_validation_checklist_and_todo_summary.doc` clearly indicate that the dissolved encrypted one-to-one chat scheme has not been finalized and still requires product confirmation?"",""Does the checklist for the dissolved encrypted one-to-one chat scheme in `product_side_validation_checklist_and_todo_summary.doc` include checkpoints for multiple cross-unit migration scenarios?"",""Does `product_side_validation_checklist_and_todo_summary.doc` correctly extract the quantitative business goals for preview-update process optimization, namely a 50% reduction in Push peak traffic and a 20% month-over-month reduction in preview pull traffic?"",""Does `product_side_validation_checklist_and_todo_summary.doc` correctly identify the risk that introducing Redis dependencies increases architectural complexity in the preview-update scenario?"",""Does the checklist for the preview-update optimization solution in `product_side_validation_checklist_and_todo_summary.doc` include a traffic-target validation checklist?"",""Does `product_side_validation_checklist_and_todo_summary.doc` organize risk points under all four solutions, with each risk point marked by a risk level?"",""Does `product_side_validation_checklist_and_todo_summary.doc` align the business-goal delivery path for each scenario separately and provide a conclusion for each alignment?"",""Is the product-side checklist in `product_side_validation_checklist_and_todo_summary.doc` organized by the four solutions, with each checkpoint marked by priority?"",""Does `product_side_validation_checklist_and_todo_summary.doc` summarize product-side action items by P0, P1, and P2 priority levels?"",""In `product_side_validation_checklist_and_todo_summary.doc`, does the P0 to-do list include the three core items `Confirm expectations for the feature-pinning edge case`, `Finalize the autoresponder option`, and `Confirm the final solution for the dissolved encrypted one-to-one chat`?"",""Does the summary section of `product_side_validation_checklist_and_todo_summary.doc` identify the four major shared risk types across the four scenarios: solution certainty, edge cases, quantitative validation, and performance impact?"",""Is the output file clearly structured, including the five core modules of background summary, risk analysis, path alignment, checklist, and to-do summary?""]","[""Basic Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Result Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Result Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Result Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Result Evaluation"",""Process Evaluation"",""Process Evaluation"",""Result Evaluation"",""Result Evaluation"",""Result Evaluation"",""Result Evaluation"",""Basic Evaluation""]","[{""from"":""technical_solution_feature_compatibility.md"",""to"":""product_side_validation_checklist_and_todo_summary.doc""},{""from"":""technical_solution_message_handling_rules.md"",""to"":""product_side_validation_checklist_and_todo_summary.doc""},{""from"":""technical_solution_key_handling_optimization.md"",""to"":""product_side_validation_checklist_and_todo_summary.doc""},{""from"":""technical_solution_process_optimization.md"",""to"":""product_side_validation_checklist_and_todo_summary.doc""}]","[{""filename"":""technical_solution_feature_compatibility.md"",""stored_relpath"":""data/fb626fc4e0e57922_technical_solution_feature_compatibility.md""},{""filename"":""technical_solution_message_handling_rules.md"",""stored_relpath"":""data/2a2412295a209746_technical_solution_message_handling_rules.md""},{""filename"":""technical_solution_key_handling_optimization.md"",""stored_relpath"":""data/4031553f83783abf_technical_solution_key_handling_optimization.md""},{""filename"":""technical_solution_process_optimization.md"",""stored_relpath"":""data/28839e9657b9d812_technical_solution_process_optimization.md""}]","[""Workspace Exploration"",""Task-Providing File Utilization"",""Result-Providing Files Utilization"",""Semantic Content Relations Understanding""]" +72,Logistics Manager,"Integrate the core content of four emergency response management files and create a complete `emergency_end_to_end_operation_manual.doc` covering early warning, information reporting, follow-up handling, and safeguard measures, and also organize the checklists referenced in the manual for daily emergency duty use.",medium,"[""emergency_end_to_end_operation_manual.doc""]","[""Does emergency_end_to_end_operation_manual.doc include 4 types of early warning triggering scenarios in its entirety, namely, the early warning issued by the Production Safety Emergency Response Center in District XX, the early warning issued by the Office of the Production Safety Committee in District XX, the early warning triggered by accidents in surrounding units, and the early warning issued by the enterprise?"",""Is it clearly stated in emergency_end_to_end_operation_manual.doc that the social-level early warning shall be lifted by the Production Safety Emergency Response Center in District XX, and the company-level early warning shall be lifted by the Emergency General Commander?"",""Does emergency_end_to_end_operation_manual.doc include the specific work content of the response preparation phase, that is, the establishment of a command center, the deployment of emergency resources, the preparation of rescue materials, and the standby of the rescue team?"",""Is there a clear hierarchical reporting process in emergency_end_to_end_operation_manual.doc: Minor accidents are handled and reported internally by the department, and more serious accidents are reported to the general manager. Especially serious accidents can be directly reported to the Production Safety Emergency Response Center in District XX?"",""Does emergency_end_to_end_operation_manual.doc include a time limit for reporting incident information, i.e. should it be reported immediately from the time of the incident?"",""Does the list of attached emergency contact numbers in emergency_end_to_end_operation_manual.doc include the company's 24-hour on-duty phone number, the XX District Production Safety Emergency Response Center phone number, and the XX Production Safety Committee Office phone number?"",""Is it clear in emergency_end_to_end_operation_manual.doc that the person responsible for reporting the incident information is XX, and the contact number is 138XXXXXXXX?"",""Does emergency_end_to_end_operation_manual.doc fully cover the 6 core tasks of post-processing, namely pollutant treatment, accident consequence elimination, production order restoration, medical treatment, aftermath compensation, and emergency rescue assessment?"",""Is it clear in emergency_end_to_end_operation_manual.doc that the responsible subject for the elimination of the consequences of the accident is the emergency rescue team, and the responsible subject for the aftermath compensation is the Engineering Department?"",""Is it clear in emergency_end_to_end_operation_manual.doc that minor injury accidents need to be handled in writing to the accident investigation and handling team within 2 hours?"",""Is it clear in emergency_end_to_end_operation_manual.doc that the emergency response summary report should include the emergency response process, the resources used, the lessons learned from the problem, and the proposal for modification of the plan?"",""Does emergency_end_to_end_operation_manual.doc include four types of emergency support measures: communication and information support, emergency team support, material equipment support, and other support (including financial support)?"",""Is it clear in emergency_end_to_end_operation_manual.doc that all three types of communication information update responsible subjects are security officers and need to be communicated to relevant departments within 24 hours after the update?"",""Is it clear in emergency_end_to_end_operation_manual.doc that the emergency response team consists of five emergency response teams, namely, the emergency rescue team, the pollution control team, the alert evacuation team, the medical emergency team, and the logistics support team?"",""Is it clear in emergency_end_to_end_operation_manual.doc that emergency rescue funds are listed in the security fund investment and include four types of use?"",""Are the output files stored according to the classification of early warning, information reporting, post-processing, and safeguards?"",""Are the contents of the output file extracted from the core content of the original file, without additional information added by error?"",""Does emergency_end_to_end_operation_manual.doc have a complete emergency contact list attached at the end, and the form is clear and easy to consult on a daily basis?"",""Is the output file format layout clear, the title is hierarchical, and the content is clear and easy to use for emergency duty?"",""Is it clear in emergency_end_to_end_operation_manual.doc that the company has signed an emergency mutual assistance agreement with the surrounding enterprises, and can call the emergency resources of the surrounding enterprises?""]","[""Basic Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Result Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Process Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Process Evaluation"",""Process Evaluation"",""Result Evaluation"",""Result Evaluation"",""Process Evaluation""]","[{""from"":""emergency_end_to_end_operation_manual.doc"",""to"":""emergency_response_1.txt""},{""from"":""emergency_end_to_end_operation_manual.doc"",""to"":""emergency_response_2.txt""},{""from"":""emergency_end_to_end_operation_manual.doc"",""to"":""emergency_response_3.txt""},{""from"":""emergency_end_to_end_operation_manual.doc"",""to"":""emergency_response_4.txt""}]","[{""filename"":""emergency_response_1.txt"",""stored_relpath"":""data/bcb66c58227e343d_emergency_response_1.txt""},{""filename"":""emergency_response_2.txt"",""stored_relpath"":""data/2d1dc577c240ba25_emergency_response_2.txt""},{""filename"":""emergency_response_3.txt"",""stored_relpath"":""data/27279c0f11776e4b_emergency_response_3.txt""},{""filename"":""emergency_response_4.txt"",""stored_relpath"":""data/82cf1bb1a2940ff2_emergency_response_4.txt""}]","[""Workspace Exploration"",""Result-Providing Files Utilization""]" +75,Researcher,"Based on the downloaded mini-game activity information and the icebreaker game plans in the four files, design a complete activity flow sheet aimed at helping new employees break the ice and get to know one another quickly. Specify the sequence of each step, duration, venue and materials, and precautions, and generate the directly actionable `new_employee_icebreaker_team_building_execution_manual.doc`.",medium,"[""new_employee_icebreaker_team_building_execution_manual.doc""]","[""In new_employee_icebreaker_team_building_execution_manual.doc, do the rules of the mystery character game fully include the core rules of 'secretly designating mystery characters', 'shaking hands to get a dollar'?"",""In new_employee_icebreaker_team_building_execution_manual.doc, is the goal of the mystery character game explicitly written to encourage new hires to get to know each other and bring learners together?"",""Does new_employee_icebreaker_team_building_execution_manual.doc set the mystery character as the first link and mark the expected length as 15 minutes?"",""In new_employee_icebreaker_team_building_execution_manual.doc, does the complete password process of the gale blowing game include the fixed question and answer format of 'gale→→ blowing what blowing X'?"",""Does new_employee_icebreaker_team_building_execution_manual.doc set the gale blowing as the second link and mark the expected duration as 10 minutes?"",""In `new_employee_icebreaker_team_building_execution_manual.doc`, does the Pairing Game clearly state that after the `person-to-person` command is given, participants must scramble to find a new partner and the unpaired person becomes the next caller?"",""In `new_employee_icebreaker_team_building_execution_manual.doc`, does the Pairing Game clearly require that body parts already used in a prior pairing cannot be reused?"",""Does `new_employee_icebreaker_team_building_execution_manual.doc` place the Pairing Game as the third activity and label its expected duration as 12 minutes?"",""In `new_employee_icebreaker_team_building_execution_manual.doc`, does the Treasure Hunt require teams of 5 people and clearly list 10 treasure-hunt items, including a paper clip, a red ballpoint pen, a handful of soil, a newspaper, and soap?"",""Does `new_employee_icebreaker_team_building_execution_manual.doc` place the Treasure Hunt as the fourth activity and label its expected duration as 10 minutes?"",""Does `new_employee_icebreaker_team_building_execution_manual.doc` include a sharing and recap session with a marked duration of 5 minutes?"",""Does `new_employee_icebreaker_team_building_execution_manual.doc` contain a complete process table with six columns: sequence, game name, activity objective, estimated duration, venue requirements, and required materials?"",""Does `new_employee_icebreaker_team_building_execution_manual.doc` include a separate precautions section covering both general precautions and game-specific precautions?"",""In the Pairing Game precautions in `new_employee_icebreaker_team_building_execution_manual.doc`, is it clearly stated that contact involving sensitive body parts is prohibited?"",""Does `new_employee_icebreaker_team_building_execution_manual.doc` include a complete materials preparation checklist listing all items that must be prepared in advance?"",""Does `new_employee_icebreaker_team_building_execution_manual.doc` include an overall time-control table clearly listing the activity content for each time block?"",""Is the total activity duration in `new_employee_icebreaker_team_building_execution_manual.doc` controlled within the range of 60 to 65 minutes?"",""Does `new_employee_icebreaker_team_building_execution_manual.doc` clearly require extra attention to introverted new employees and appropriate encouragement to help them participate?"",""Do the discussion questions for the Treasure Hunt include `Did every team member participate?` and `Did the team make a plan before acting?`?"",""Does the Mystery Character game retain the variant rule stating that `you earn 5 yuan for every 10 people you shake hands with`?"",""Does `new_employee_icebreaker_team_building_execution_manual.doc` preserve the original information for the Pairing Game in full, with no content missing?""]","[""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Result Evaluation"",""Process Evaluation"",""Result Evaluation"",""Result Evaluation"",""Result Evaluation"",""Result Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation""]","[{""from"":""various_minigames_1.txt"",""to"":""new_employee_icebreaker_team_building_execution_manual.doc""},{""from"":""various_minigames_2.txt"",""to"":""new_employee_icebreaker_team_building_execution_manual.doc""},{""from"":""various_minigames_3.txt"",""to"":""new_employee_icebreaker_team_building_execution_manual.doc""},{""from"":""various_minigames_4.txt"",""to"":""new_employee_icebreaker_team_building_execution_manual.doc""}]","[{""filename"":""various_minigames_1.txt"",""stored_relpath"":""data/d31fa0dd2bc82063_various_minigames_1.txt""},{""filename"":""various_minigames_2.txt"",""stored_relpath"":""data/cb79b90ee3fa8a3b_various_minigames_2.txt""},{""filename"":""various_minigames_3.txt"",""stored_relpath"":""data/d21ac4ab08eaed5f_various_minigames_3.txt""},{""filename"":""various_minigames_4.txt"",""stored_relpath"":""data/41f29c2a2f6f991f_various_minigames_4.txt""}]","[""Workspace Exploration"",""Task-Providing File Utilization"",""Result-Providing Files Utilization""]" 78,Researcher,"Based on the four newly downloaded water and electricity policy files, prepare a quarterly water-saving and power-saving communication and inspection campaign, compile a complete `company_water_and_electricity_saving_management_manual.doc`, and use it for company-wide guidance and quarterly inspections. Make the key messages easy to understand and keep the inspection items aligned with policy requirements to support practical execution.",medium,"[""company_water_and_electricity_saving_management_manual.doc""]","[""Does company_water_and_electricity_saving_management_manual.doc contain the complete contents of Chapter 1 General Provisions, including 2 articles in total, the purpose of Article 1 and the scope of Article 2?"",""Does Article 1 of company_water_and_electricity_saving_management_manual.doc clearly state 'in order to actively respond to the national call for energy conservation and emission reduction, strengthen the company's resource conservation management, and improve the efficiency of water and power resource utilization'?"",""Does Article 2 in company_water_and_electricity_saving_management_manual.doc clearly apply to 'all employees and departments of the company'?"",""Does company_water_and_electricity_saving_management_manual.doc contain a complete Section 2 water conservation regime with 6 articles from Article 3 to Article 8?"",""Does Article 6 of company_water_and_electricity_saving_management_manual.doc explicitly state that 'it is prohibited to flush personal items such as clothes, shoes, etc. in the office area'?"",""Does company_water_and_electricity_saving_management_manual.doc contain a complete Chapter 3 electricity conservation system, with 7 articles from Article 9 to Article 15?"",""Does Article XI of company_water_and_electricity_saving_management_manual.doc clearly stipulate that 'the temperature of the air conditioner shall not be set lower than 26°C in summer and higher than 20°C in winter'?"",""Does company_water_and_electricity_saving_management_manual.doc contain the complete Chapter 4 Supervision and Assessment and Chapter 5 Supplementary Provisions, with a total of 5 articles from Article 16 to Article 20?"",""company_water_and_electricity_saving_management_manual.doc, does it contain a complete five-chapter system, and the structure is the general water→→ conservation and electricity conservation→ supervision appraisal→ supplement?"",""Does company_water_and_electricity_saving_management_manual.doc contain a complete Water and Energy Saving Publicity Guide, which is divided into two parts: daily code of conduct and reward and punishment instructions?"",""Are there five water-saving requirements and six energy-saving requirements in the daily code of conduct of the propaganda guidelines?"",""Are there three incentive clauses and three penalty clauses in company_water_and_electricity_saving_management_manual.doc?"",""Is company_water_and_electricity_saving_management_manual.doc divided into office area inspection items, common area inspection items, and inspection requirements?"",""Does company_water_and_electricity_saving_management_manual.doc list 7 specific inspection items, including long running water, water leakage, personal items, people walking lights, etc.?"",""Does company_water_and_electricity_saving_management_manual.doc list 6 specific checks, including meeting room power outage, bathroom power outage, green irrigation, etc.?"",""Is the supervision assessment chapter in company_water_and_electricity_saving_management_manual.doc clear that the company's administration department is responsible for supervising the implementation of the system and conducting regular inspections?"",""Does company_water_and_electricity_saving_management_manual.doc explicitly incorporate water and electricity conservation into the annual performance appraisal system?"",""Is it clear in the company_water_and_electricity_saving_management_manual.doc Bylaws that this system will be implemented from the date of issuance, and the right of interpretation belongs to the Administration Department?"",""Are all the system articles numbered correctly and consecutively, Chapter I General Provisions 1-2, Chapter II 3-8, Chapter III 9-15, Chapter IV 16-18, Chapter V 19-20?"",""Is the propaganda point language easy to understand and suitable for all employees to publicize and learn?""]","[""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Process Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Outcome Evaluation""]","[{""from"":""company_water_and_electricity_saving_management_manual.doc"",""to"":""water_and_electricity_policy_1.txt""},{""from"":""company_water_and_electricity_saving_management_manual.doc"",""to"":""water_and_electricity_policy_2.txt""},{""from"":""company_water_and_electricity_saving_management_manual.doc"",""to"":""water_and_electricity_policy_3.txt""},{""from"":""company_water_and_electricity_saving_management_manual.doc"",""to"":""water_and_electricity_policy_4.txt""}]","[{""filename"":""water_and_electricity_policy_1.txt"",""stored_relpath"":""data/24dcc6caa52e55f1_water_and_electricity_policy_1.txt""},{""filename"":""water_and_electricity_policy_2.txt"",""stored_relpath"":""data/f8e96385fe216650_water_and_electricity_policy_2.txt""},{""filename"":""water_and_electricity_policy_3.txt"",""stored_relpath"":""data/66e7e0f44fd4d222_water_and_electricity_policy_3.txt""},{""filename"":""water_and_electricity_policy_4.txt"",""stored_relpath"":""data/bfdd7d149c8ec2d8_water_and_electricity_policy_4.txt""}]","[""Workspace Exploration"",""Task-Providing File Utilization"",""Result-Providing Files Utilization""]" 79,Logistics Manager,"Based on the four newly downloaded files about air-conditioner management, define inspection standards, responsible contacts for each area, violation criteria, and handling procedures so inspections have clear rules to follow, and generate the complete `air_conditioner_usage_standard_special_inspection_manual.doc` to guide on-site inspection and assessment work.",medium,"[""air_conditioner_usage_standard_special_inspection_manual.doc""]","[""Does the opening chapter of air_conditioner_usage_standard_special_inspection_manual.doc contain a description of the purpose, with correct use, safety management, energy saving and consumption reduction as the core principles?"",""Does air_conditioner_usage_standard_special_inspection_manual.doc clearly stipulate that air conditioning refrigeration can only be turned on when the indoor temperature in summer is above 30°C?"",""Is it clear in air_conditioner_usage_standard_special_inspection_manual.doc that the refrigeration temperature setting should not be lower than 24°C?"",""Is it required in air_conditioner_usage_standard_special_inspection_manual.doc to close the doors and windows before using the air conditioner?"",""Is it clear in air_conditioner_usage_standard_special_inspection_manual.doc that the central air conditioning in the control room, electronic room and other areas is managed by the duty supervisor?"",""Is it expressly prohibited in air_conditioner_usage_standard_special_inspection_manual.doc to disassemble and move the air conditioner without permission (except for full-time maintenance personnel)?"",""Is it clear in air_conditioner_usage_standard_special_inspection_manual.doc that air conditioning is only for use during office hours and that it is prohibited to use it outside office hours?"",""Is it clear in air_conditioner_usage_standard_special_inspection_manual.doc that the equipment is damaged due to human factors, and the repair cost is borne by the damaged person?"",""Is it clear in air_conditioner_usage_standard_special_inspection_manual.doc that the air conditioner should be switched off immediately in summer thunderstorms?"",""Is it clear in air_conditioner_usage_standard_special_inspection_manual.doc that the person responsible for starting and stopping the air conditioner as required is 50 yuan/time?"",""Is it clear in air_conditioner_usage_standard_special_inspection_manual.doc that improper use or intentional damage is subject to repair or liability?"",""Does air_conditioner_usage_standard_special_inspection_manual.doc fully integrate the four main sections of the air conditioning usage management regulations: purpose, conditions of use, management responsibilities, and precautions?"",""Are all responsibilities clearly delineated, with no areas of vague attribution?""]","[""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Outcome Evaluation""]","[{""from"":""air_conditioner_usage_standard_special_inspection_manual.doc"",""to"":""air_conditioner_management_rules_1.txt""},{""from"":""air_conditioner_usage_standard_special_inspection_manual.doc"",""to"":""air_conditioner_management_rules_2.txt""},{""from"":""air_conditioner_usage_standard_special_inspection_manual.doc"",""to"":""air_conditioner_management_rules_3.txt""},{""from"":""air_conditioner_usage_standard_special_inspection_manual.doc"",""to"":""air_conditioner_management_rules_4.txt""}]","[{""filename"":""air_conditioner_management_rules_1.txt"",""stored_relpath"":""data/4c4e7cef450fece2_air_conditioner_management_rules_1.txt""},{""filename"":""air_conditioner_management_rules_2.txt"",""stored_relpath"":""data/41ca947327683ec4_air_conditioner_management_rules_2.txt""},{""filename"":""air_conditioner_management_rules_3.txt"",""stored_relpath"":""data/d9293ed7ec032853_air_conditioner_management_rules_3.txt""},{""filename"":""air_conditioner_management_rules_4.txt"",""stored_relpath"":""data/16944d6f4e6f554e_air_conditioner_management_rules_4.txt""}]","[""Workspace Exploration"",""Task-Providing File Utilization"",""Result-Providing Files Utilization""]" 83,Logistics Manager,"Based on the administrative management policies, prepare `employee_code_of_conduct_manual.doc` for onboarding training by integrating the core content of four policy documents into a logically structured and complete training package, so new employees can quickly understand the company requirements for employee conduct, attendance, daily work, and business reception.",easy,"[""employee_code_of_conduct_manual.doc""]","[""Does employee_code_of_conduct_manual.doc include the first part of the \""Employee Basic Code of Conduct\"" module, and includes three subsections: Code of Conduct, Work Attitude, and Professional Ethics?"",""Is there a complete list of 6 codes of conduct in employee_code_of_conduct_manual.doc, including: obedience to leadership, respect for the unity and cooperation of others, compliance with rules and regulations, maintaining the company's credibility, civilized and polite behavior, and developing good living habits?"",""Does employee_code_of_conduct_manual.doc expressly contain the principle of avoidance of relatives, as well as the prohibition of soliciting and accepting bribes, and the prohibition of using work for personal gain and other integrity requirements?"",""Does employee_code_of_conduct_manual.doc include the second part of the \""Attendance Management System\"" module, which includes six sections on working hours, attendance methods, exception handling, late arrival and early departure, absence definition, and leave system?"",""Does employee_code_of_conduct_manual.doc clearly stipulate a five-day working system, the specific working hours are 9:00 - 12:00 in the morning and 13:30 - 18:00 in the afternoon, closed on Saturdays and Sundays?"",""Is it clear in employee_code_of_conduct_manual.doc that there will be no penalty within 10 minutes of being late three times a month, a fine of 20 yuan for the fourth time, a fine of 100 yuan for the sixth time, and a delay in persuading him to leave?"",""Does employee_code_of_conduct_manual.doc include 5 scenarios, and is it clear that the accumulated absenteeism of 3 days in the month is treated as automatic resignation?"",""Is it clear in employee_code_of_conduct_manual.doc that direct supervisor approval is required within one day, vice president approval is required within one to three days, and executive president approval is required for more than three days?"",""Does employee_code_of_conduct_manual.doc include a Part III \""Daily Work Discipline and Management\"" module with four subsections: Work Discipline, Meeting Requirements, Hygiene Standards, Probation Period and Termination Management?"",""Does employee_code_of_conduct_manual.doc clearly stipulate that smoking is not allowed in the office area, the mobile phone needs to be opened 24 hours, and the change of number should be reported to the front desk within 4 hours?"",""Are the 5 requirements clearly listed in employee_code_of_conduct_manual.doc, including that the phone must be turned to vibration mute or turned off when entering the venue?"",""Does employee_code_of_conduct_manual.doc contain 9 specific requirements, covering the floor, bookcase, file cabinet, desktop, wall, equipment, sofa, trash, toilet and other areas?"",""Is it clear in employee_code_of_conduct_manual.doc that the probation period for new employees is 1-3 months, and 80% of the total salary is not transferred?"",""Is it clear in employee_code_of_conduct_manual.doc that formal employees need to apply in writing one month in advance for resignation, and the probation period is 7 days in advance?"",""Does employee_code_of_conduct_manual.doc contain a Section 4 \""Code of Business Etiquette\"" module with three subsections: Business Etiquette Concept, Reception Etiquette, and Secretarial Etiquette?"",""Does employee_code_of_conduct_manual.doc include 10 specifications in its entirety, including answering telephone terms, visitor reception procedures, walking guidance methods, farewell etiquette, etc.?"",""Is it required in employee_code_of_conduct_manual.doc to guide the visitor one meter to the right of the visitor when walking?"",""Is there a rule in employee_code_of_conduct_manual.doc that at the time of the interview, the visitor sits at the back end of the tea, and tea is added every 15 minutes?"",""Does employee_code_of_conduct_manual.doc follow the basic principle of \""three steps, seven steps\"" to welcome guests?"",""Does employee_code_of_conduct_manual.doc follow the logical order of \""Basic Code of Conduct for Employees - Supplemental Attendance Management - Supplemental Daily Work Discipline - Business Reception Etiquette\""?"",""Does employee_code_of_conduct_manual.doc use a clear hierarchy of titles (primary titles, secondary titles, point lists) in a format that meets readability requirements?"",""Does the integrated `employee_code_of_conduct_manual.doc` completely cover all core requirements from the four original administrative policy documents, with no important content missing?"",""Is the integrated `employee_code_of_conduct_manual.doc` free of inconsistencies or conflicting expressions, with all rules stated in a unified way?""]","[""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation""]","[{""from"":""administrative_management_policy_1.txt"",""to"":""employee_code_of_conduct_manual.doc""},{""from"":""administrative_management_policy_2.txt"",""to"":""employee_code_of_conduct_manual.doc""},{""from"":""administrative_management_policy_3.txt"",""to"":""employee_code_of_conduct_manual.doc""},{""from"":""administrative_management_policy_4.txt"",""to"":""employee_code_of_conduct_manual.doc""}]","[{""filename"":""administrative_management_policy_1.txt"",""stored_relpath"":""data/8b2097686689aa8e_administrative_management_policy_1.txt""},{""filename"":""administrative_management_policy_2.txt"",""stored_relpath"":""data/8ab0a96c6533851e_administrative_management_policy_2.txt""},{""filename"":""administrative_management_policy_3.txt"",""stored_relpath"":""data/74e4ddd4fe85b5cc_administrative_management_policy_3.txt""},{""filename"":""administrative_management_policy_4.txt"",""stored_relpath"":""data/71070c085417c7d3_administrative_management_policy_4.txt""}]","[""Workspace Exploration"",""Task-Providing File Utilization"",""Result-Providing Files Utilization""]" 85,Logistics Manager,"Integrate the core information from four business travel management policy documents, covering the full workflow of travel approval, travel requirements, reimbursement standards, reimbursement procedures, and violation handling. Ensure the guide is clear, easy to understand, and compliant with company policy, and generate `employee_business_travel_and_reimbursement_guide.doc`.",medium,"[""employee_business_travel_and_reimbursement_guide.doc""]","[""Whether employee_business_travel_and_reimbursement_guide.doc includes the \""Pre-trip approval\"" section and includes all applicable employee content?"",""Whether employee_business_travel_and_reimbursement_guide.doc correctly lists the three levels of approval authority and responsibility: the department head approves ordinary employees, the general manager approves supervisors and above and overseas travel, and the finance department reviews reserve funds and reimbursements?"",""Whether employee_business_travel_and_reimbursement_guide.doc contains management principles that must be approved before travel, and unauthorized claims for non-reimbursement?"",""Whether employee_business_travel_and_reimbursement_guide.doc includes the \""Cost Standards for Business Travel\"" section, and lists the five types of travel expenses including long-distance transportation expenses, city transportation expenses, accommodation expenses, meal subsidies, and other expenses?"",""In employee_business_travel_and_reimbursement_guide.doc, whether the accommodation fee limit for managers and above is 220 yuan/day, and whether the meal fee is 50 yuan/day?"",""Whether employee_business_travel_and_reimbursement_guide.doc includes Beijing, Shanghai, Hangzhou, Tianjin, Chongqing, Fuzhou and Xiamen, whether the classification is correct?"",""Does employee_business_travel_and_reimbursement_guide.doc include rules for lump-sum, overpayment, and special circumstances requiring prior approval?"",""Does employee_business_travel_and_reimbursement_guide.doc list two specific situations in which accommodation is not reimbursed?"",""Whether employee_business_travel_and_reimbursement_guide.doc clearly implements a lump-sum system, counting less than one day as half a day, and three cases in which catering subsidies are not counted?"",""In `employee_business_travel_and_reimbursement_guide.doc`, for approved private-car travel, does it clearly state the rules for reimbursing tolls, fuel costs at RMB 0.9/km, and that accompanying personnel are not reimbursed separately?"",""employee_business_travel_and_reimbursement_guide.doc Whether to clarify the rules for actual reimbursement of telex charges, postage charges, shipping charges, etc. based on valid bills?"",""Whether employee_business_travel_and_reimbursement_guide.doc contains a \""special case handling\"" section, specifying the rules for reimbursement of overstay with the consent of the general manager?"",""High and low ranks travel at the same time, whether the rules for whether work needs can be reimbursed according to the standards of senior ranks are correct?"",""employee_business_travel_and_reimbursement_guide.doc Whether the reimbursement process and deadline section is included, it is clear that the reimbursement must be processed within 7 working days after the return of the business trip?"",""Does employee_business_travel_and_reimbursement_guide.doc clarify whether the four-level process of the competent accounting audit→ department leader signing off the→ financial department to approve the→ cashier's report is consistent with the original text?"",""employee_business_travel_and_reimbursement_guide.doc Whether it is clear that the business traveler should submit a business trip summary within two days of returning, and the supervisor's request to complete the review within one day?"",""employee_business_travel_and_reimbursement_guide.doc Whether it is clear that the travel expenses are subject to refund and a fine of three to five times the amount of the misstatement?"",""employee_business_travel_and_reimbursement_guide.doc Whether it is clear that the auditors are not strict enough to cause losses and bear joint and several liability?"",""Does the guide follow the logical sequence of \""Pre-trip approval - On-trip expense criteria - Extenuating Circumstances - Post-trip reimbursement process - Violation handling\"" to organize the structure?"",""Is all content in `employee_business_travel_and_reimbursement_guide.doc` consistent with the four original documents, with no newly added or altered content?"",""Is the final `employee_business_travel_and_reimbursement_guide.doc` logically structured, well organized, and easy for employees to read and understand?""]","[""Basic Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation""]","[{""from"":""business_travel_management_policy_1.txt"",""to"":""employee_business_travel_and_reimbursement_guide.doc""},{""from"":""business_travel_management_policy_2.txt"",""to"":""employee_business_travel_and_reimbursement_guide.doc""},{""from"":""business_travel_management_policy_3.txt"",""to"":""employee_business_travel_and_reimbursement_guide.doc""},{""from"":""business_travel_management_policy_4.txt"",""to"":""employee_business_travel_and_reimbursement_guide.doc""}]","[{""filename"":""business_travel_management_policy_1.txt"",""stored_relpath"":""data/5ec5f6324bf2ed08_business_travel_management_policy_1.txt""},{""filename"":""business_travel_management_policy_2.txt"",""stored_relpath"":""data/b291bebba8bf1b6f_business_travel_management_policy_2.txt""},{""filename"":""business_travel_management_policy_3.txt"",""stored_relpath"":""data/bafaa62ca75f5e25_business_travel_management_policy_3.txt""},{""filename"":""business_travel_management_policy_4.txt"",""stored_relpath"":""data/5e197d425bbe9d7c_business_travel_management_policy_4.txt""}]","[""Workspace Exploration"",""Task-Providing File Utilization"",""Result-Providing Files Utilization""]" 87,Logistics Manager,"Based on the existing four files, prepare `vendor_end_to_end_management_operation_manual.doc` covering the complete rules for vendor admission, evaluation, and tiered management. Organize the core content of the vendor management documents into a smooth and coherent manual that complies with policy requirements and is easy for staff to put into practice.",hard,"[""vendor_end_to_end_management_operation_manual.doc""]","[""Whether vendor_end_to_end_management_operation_manual.doc contains five core chapters: general, access management, review management, hierarchical management, and by-laws. The structure is complete.?"",""Whether the management mode of unified centralization and tertiary audit is clearly written in the general rules section of vendor_end_to_end_management_operation_manual.doc, and the quantity requirements of each type of material supplier shall not be less than three (except special materials)?"",""Whether the general part of vendor_end_to_end_management_operation_manual.doc clarifies that the Production Management Department is a unified centralized management department, and the procurement departments of each unit are responsible for the specific implementation of the access and assessment work?"",""Whether the supplier access management chapter in vendor_end_to_end_management_operation_manual.doc lists the complete 5 basic access conditions, including legal personality, qualification permission, reputation record, quality assurance system, etc.?"",""Whether the supplier access management chapter in vendor_end_to_end_management_operation_manual.doc fully lists the 9 types of qualification materials to be submitted, from business license to other credit documents.?"",""Whether the supplier admission approval process in vendor_end_to_end_management_operation_manual.doc is in accordance with the procurement department's collection of data→ Qualification review team Preliminary review Sample→ submission Inspection Quote→ supervisor Lead review→ General manager Approval→ platform Filing Group approval Sequence description?"",""Whether the validity period of the pass in vendor_end_to_end_management_operation_manual.doc is clearly written as one year, once a year in December, and the expiration review?"",""Whether it is clearly stipulated in vendor_end_to_end_management_operation_manual.doc that the access qualification is automatically cancelled when the supplier changes its name, and it is necessary to reapply for the access pass?"",""Whether the supplier review management chapter in vendor_end_to_end_management_operation_manual.doc clearly writes a quarterly periodic review, and reviews at any time in the event of a major quality accident?"",""Whether the four-dimensional scoring standard in vendor_end_to_end_management_operation_manual.doc clarifies the total score of 100 points, including the weight distribution of 40 points for product quality, 30 points for price, 20 points for delivery time, and 10 points for after-sales service?"",""Whether the product rating dimension in vendor_end_to_end_management_operation_manual.doc is clearly written: 2 points for each nonconformity, 10 points for the second nonconformity, and 10 points for general quality problems, which seriously affects the ladder rules that cannot be scored for this item.?"",""Whether the price dimension in vendor_end_to_end_management_operation_manual.doc clearly states: 1 point is deducted for each 1% of the price above the reasonable profit price. By analogy, a variety of materials are calculated on average.?"",""Is the delivery period dimension clearly written in vendor_end_to_end_management_operation_manual.doc: 1 point for one day overdue, 10 points for overdue work stoppage, causing significant impact This item shall not be divided?"",""Whether the after-sales service dimension in vendor_end_to_end_management_operation_manual.doc is clearly written: 10 points for service on schedule, 7 points for occasional delays, 2 points for frequent delays, 0 points for neglect?"",""Does the section on grading management in vendor_end_to_end_management_operation_manual.doc clarify the correspondence between four grades and scores: grade A ≥ 90 points, grade B ≥ 80 points, grade C ≥ 70 points, grade D < 70 points?"",""Whether the vendor_end_to_end_management_operation_manual.doc medium level A supplier management policy is clear: the proportion of total procurement is ≥ 50%, and priority is given to payment and procurement volume?"",""Is the vendor_end_to_end_management_operation_manual.doc Grade C supplier management policy clear: multi-sector coaching, not reaching Grade B within three months to be eliminated?"",""Is the vendor_end_to_end_management_operation_manual.doc Grade D supplier management policy clear: direct elimination, withdrawal of access pass, no longer accepting access applications within one year?"",""Whether there are five situations listed in vendor_end_to_end_management_operation_manual.doc that require immediate disqualification, including examination failure, fraud, default, price fraud, provision of unqualified materials?"",""Whether vendor_end_to_end_management_operation_manual.doc is consistent with the core content of the four source files, and no new content that is inconsistent with the system is added?"",""Whether vendor_end_to_end_management_operation_manual.doc is operable, the process is clear, and newcomers can directly perform supplier management work according to the manual?""]","[""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Outcome Evaluation""]","[{""from"":""vendor_management_policy_1.txt"",""to"":""vendor_end_to_end_management_operation_manual.doc""},{""from"":""vendor_management_policy_2.txt"",""to"":""vendor_end_to_end_management_operation_manual.doc""},{""from"":""vendor_management_policy_3.txt"",""to"":""vendor_end_to_end_management_operation_manual.doc""},{""from"":""vendor_management_policy_4.txt"",""to"":""vendor_end_to_end_management_operation_manual.doc""}]","[{""filename"":""vendor_management_policy_1.txt"",""stored_relpath"":""data/dd235a661579bb0a_vendor_management_policy_1.txt""},{""filename"":""vendor_management_policy_2.txt"",""stored_relpath"":""data/6b73f97806729134_vendor_management_policy_2.txt""},{""filename"":""vendor_management_policy_3.txt"",""stored_relpath"":""data/0699edc4d4d47d6f_vendor_management_policy_3.txt""},{""filename"":""vendor_management_policy_4.txt"",""stored_relpath"":""data/15e0f014312ce9a3_vendor_management_policy_4.txt""}]","[""Workspace Exploration"",""Task-Providing File Utilization"",""Result-Providing Files Utilization"",""Semantic Content Relations Understanding""]" -91,Developer,"Logically integrate the four employee handbook chapter fragments into a complete official version of `factory_employee_handbook.doc`, verify that the references between the rewards-and-penalties section and the prerequisite management sections are consistent, resolve content conflicts, and produce a unified policy document that can be used for employee onboarding training, daily management assessment, and disciplinary handling, ensuring all management rules are logically consistent and expressed uniformly.",easy,"[""factory_employee_handbook.doc""]","[""Are the chapters in factory_employee_handbook.doc arranged in the correct order, and are the chapter numbers consistent, complete, and fault-free?"",""Is all the content information in \""factory_employee_handbook.doc\"" completely and accurately output according to the original file body content?"",""Is the content of the general provisions section in \""factory_employee_handbook.doc\"" standardized and uniform in format, and is there no omission or deviation in the core content?"",""Is the cohesion of the contents of each chapter in factory_employee_handbook.doc logically smooth, coherent, and free of logical conflicts?"",""Is the entire contents of Chapters 1 to 10 in factory_employee_handbook.doc complete, and are the article numbers arranged in the correct order, without duplication, errors or omissions?"",""Does factory_employee_handbook.doc include all the contents of the original document in its entirety, and all the terms are exactly the same as the original document without any content conflicts?"",""Is the logic of all contents in factory_employee_handbook.doc coherent and smooth, is the format in line with the formal specifications of the administrative office, and can it be directly used in actual work scenarios such as employee on-boarding training, daily management assessment, and violation handling? Is there a clear incentive and punishment system in the factory employee manual that generates the directory of the factory employee manual? What are the plans for employee career development in the Factory Employee Handbook?""]","[""Basic Evaluation"",""Basic Evaluation"",""Result Evaluation"",""Process Evaluation"",""Process Evaluation"",""Result Evaluation"",""Result Evaluation""]","[{""from"":""employee_handbook_5.txt"",""to"":""employee_handbook_9.txt""},{""from"":""employee_handbook_9.txt"",""to"":""employee_handbook_12.txt""},{""from"":""employee_handbook_12.txt"",""to"":""employee_handbook_16.txt""}]","[{""filename"":""employee_handbook_5.txt"",""stored_relpath"":""data/aa7f3ed39bfcdee1_employee_handbook_5.txt""},{""filename"":""employee_handbook_9.txt"",""stored_relpath"":""data/ab94d01eda3eadc6_employee_handbook_9.txt""},{""filename"":""employee_handbook_12.txt"",""stored_relpath"":""data/04a78a43b8e9bf78_employee_handbook_12.txt""},{""filename"":""employee_handbook_16.txt"",""stored_relpath"":""data/f408045407cf893d_employee_handbook_16.txt""}]","[""Workspace Exploration""]" +91,Backend Developer,"Logically integrate the four employee handbook chapter fragments into a complete official version of `factory_employee_handbook.doc`, verify that the references between the rewards-and-penalties section and the prerequisite management sections are consistent, resolve content conflicts, and produce a unified policy document that can be used for employee onboarding training, daily management assessment, and disciplinary handling, ensuring all management rules are logically consistent and expressed uniformly.",easy,"[""factory_employee_handbook.doc""]","[""Are the chapters in factory_employee_handbook.doc arranged in the correct order, and are the chapter numbers consistent, complete, and fault-free?"",""Is all the content information in \""factory_employee_handbook.doc\"" completely and accurately output according to the original file body content?"",""Is the content of the general provisions section in \""factory_employee_handbook.doc\"" standardized and uniform in format, and is there no omission or deviation in the core content?"",""Is the cohesion of the contents of each chapter in factory_employee_handbook.doc logically smooth, coherent, and free of logical conflicts?"",""Is the entire contents of Chapters 1 to 10 in factory_employee_handbook.doc complete, and are the article numbers arranged in the correct order, without duplication, errors or omissions?"",""Does factory_employee_handbook.doc include all the contents of the original document in its entirety, and all the terms are exactly the same as the original document without any content conflicts?"",""Is the logic of all contents in factory_employee_handbook.doc coherent and smooth, is the format in line with the formal specifications of the administrative office, and can it be directly used in actual work scenarios such as employee on-boarding training, daily management assessment, and violation handling? Is there a clear incentive and punishment system in the factory employee manual that generates the directory of the factory employee manual? What are the plans for employee career development in the Factory Employee Handbook?""]","[""Basic Evaluation"",""Basic Evaluation"",""Result Evaluation"",""Process Evaluation"",""Process Evaluation"",""Result Evaluation"",""Result Evaluation""]","[{""from"":""employee_handbook_5.txt"",""to"":""employee_handbook_9.txt""},{""from"":""employee_handbook_9.txt"",""to"":""employee_handbook_12.txt""},{""from"":""employee_handbook_12.txt"",""to"":""employee_handbook_16.txt""}]","[{""filename"":""employee_handbook_5.txt"",""stored_relpath"":""data/aa7f3ed39bfcdee1_employee_handbook_5.txt""},{""filename"":""employee_handbook_9.txt"",""stored_relpath"":""data/ab94d01eda3eadc6_employee_handbook_9.txt""},{""filename"":""employee_handbook_12.txt"",""stored_relpath"":""data/04a78a43b8e9bf78_employee_handbook_12.txt""},{""filename"":""employee_handbook_16.txt"",""stored_relpath"":""data/f408045407cf893d_employee_handbook_16.txt""}]","[""Workspace Exploration""]" 92,Backend Developer,"Based on these four policy documents, integrate the content logic and draft `company_corporate_culture_development_work_plan.doc` in compliance with policy requirements. Clearly define the development goals, implementation path, training plan, assessment standards, and other core content, and produce a formal document that can be submitted for approval.",easy,"[""company_corporate_culture_development_work_plan.doc""]","[""In `company_corporate_culture_development_work_plan.doc`, are the drafting purpose, scope of application, and basic principles in the general provisions section output completely and accurately in accordance with the original files?"",""In `company_corporate_culture_development_work_plan.doc`, does the content extracted for each chapter clearly define the work requirements and execution standards for the corresponding module?"",""In `company_corporate_culture_development_work_plan.doc`, do the sections on the implementation path for corporate-culture development and the annual plan clearly specify the initiatives, time nodes, and responsible departments?"",""In `company_corporate_culture_development_work_plan.doc`, is the content related to the assessment and evaluation mechanism output completely and accurately according to the corresponding management chapters in the source files?"",""In `company_corporate_culture_development_work_plan.doc`, does the training-system section clearly define the training audience, training content, execution requirements, budget-management rules, and responsible parties?"",""Does the overall content of `company_corporate_culture_development_work_plan.doc` comply with the institutional requirements in the original files, with coherent logic, no missing core content, no logical conflicts, compliant assessment and evaluation content, and training content that also matches the source requirements?""]","[""Basic Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Process Evaluation"",""Process Evaluation"",""Outcome Evaluation""]","[{""from"":""culture_development_management_5.txt"",""to"":""company_corporate_culture_development_work_plan.doc""},{""from"":""culture_development_management_13.txt"",""to"":""company_corporate_culture_development_work_plan.doc""},{""from"":""culture_development_management_19.txt"",""to"":""company_corporate_culture_development_work_plan.doc""},{""from"":""culture_development_management_22.txt"",""to"":""company_corporate_culture_development_work_plan.doc""}]","[{""filename"":""culture_development_management_5.txt"",""stored_relpath"":""data/bc6272eefadd7565_culture_development_management_5.txt""},{""filename"":""culture_development_management_13.txt"",""stored_relpath"":""data/0aa164d3388d4c39_culture_development_management_13.txt""},{""filename"":""culture_development_management_19.txt"",""stored_relpath"":""data/65457dacf2c35935_culture_development_management_19.txt""},{""filename"":""culture_development_management_22.txt"",""stored_relpath"":""data/74745c157180d213_culture_development_management_22.txt""}]","[""Workspace Exploration""]" 94,Backend Developer,"Integrate the contents of four files to compile a complete and unified company `department_responsibility_management_manual.doc`, while also organizing a cross-department coordination checklist that defines handoff items and responsibility boundaries with other departments. Provide institutional support for future work and cross-department collaboration. The expected deliverable is the formally approved `department_responsibility_management_manual.doc`.",medium,"[""department_responsibility_management_manual.doc""]","[""Does `department_responsibility_management_manual.doc` clearly identify the chapters to which the Procurement Department and Quality Department belong, together with the exact number of corresponding responsibility items?"",""In `department_responsibility_management_manual.doc`, is the centralized management responsibility content for the General Administration Department / Administrative Office stated in a standardized and complete manner?"",""In `department_responsibility_management_manual.doc`, are the cross-department coordination contents involving the Finance Department and Sales Department stated in a unified format and expressed clearly without ambiguity?"",""In `department_responsibility_management_manual.doc`, are the cross-department coordination contents involving the Technical Department and Production Department logically clear and easy to understand?"",""In `department_responsibility_management_manual.doc`, are the responsibility items for the Procurement Department and Quality Department organized with a clear structure and logic?"",""In `department_responsibility_management_manual.doc`, do all responsibility-related contents conform to the document's intended structure, with standardized chapter order and clearly defined hierarchy?"",""Does `department_responsibility_management_manual.doc` completely cover the handoff scenarios and responsibility boundaries between the Procurement Department, the Quality Department, and all related cooperating departments?"",""Is all content in `department_responsibility_management_manual.doc` stated in a standardized and accurate way, fully consistent with the core requirements of the formally issued manual, and phrased so that every evaluation criterion can be matched to the actual document content?""]","[""Outcome Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Process Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Outcome Evaluation""]","[{""from"":""department_responsibility_management_manual.doc"",""to"":""department_responsibility_management_2.txt""},{""from"":""department_responsibility_management_manual.doc"",""to"":""department_responsibility_management_5.txt""},{""from"":""department_responsibility_management_manual.doc"",""to"":""department_responsibility_management_8.txt""},{""from"":""department_responsibility_management_manual.doc"",""to"":""department_responsibility_management_10.txt""}]","[{""filename"":""department_responsibility_management_2.txt"",""stored_relpath"":""data/affc7b1023b22c6b_department_responsibility_management_2.txt""},{""filename"":""department_responsibility_management_5.txt"",""stored_relpath"":""data/2ad3c172e4583527_department_responsibility_management_5.txt""},{""filename"":""department_responsibility_management_8.txt"",""stored_relpath"":""data/c6dc69f9d42e770b_department_responsibility_management_8.txt""},{""filename"":""department_responsibility_management_10.txt"",""stored_relpath"":""data/5c2111625af994ec_department_responsibility_management_10.txt""}]","[""Workspace Exploration"",""Task-Providing File Utilization"",""Result-Providing Files Utilization""]" 95,Product Manager,"Based on `description_9.txt` and `description_12.txt`, sort out the system version iteration history. Then combine the relevant data in `description_15.txt` with the changes described in `description_22.txt`, generate a comprehensive follow-up iteration report, and save it to the desktop.",hard,"[""system_version_full_lifecycle_iteration_report.doc""]","[""Verify the contents of the original document referenced by [system_version_full_lifecycle_iteration_report.doc] to ensure the accuracy of all data in the report"",""Check the full text of [system_version_full_lifecycle_iteration_report.doc] to confirm that the contents extracted from the original file are free of typos"",""Check [system_version_full_lifecycle_iteration_report.doc] to confirm that the integrated full-cycle iteration data is not missing key information"",""Check the full text of [system_version_full_lifecycle_iteration_report.doc] to confirm that there is no logical problem with the extracted iteration data and content expression"",""Are you sure that [system_version_full_lifecycle_iteration_report.doc] fully contains the iterative optimization direction and subsequent planning suggestions?"",""Are you sure [system_version_full_lifecycle_iteration_report.doc] fully covers the core content of the feature fixes and optimization improvements of each version?"",""Confirm that the basic capability optimization content in [system_version_full_lifecycle_iteration_report.doc] fully covers all dimensions"",""Does `system_version_full_lifecycle_iteration_report.doc` include a complete drafting note that accurately explains the basis and sources of the data?"",""Has the full structure of `system_version_full_lifecycle_iteration_report.doc` been checked to confirm that it is complete and that no core section is missing?"",""Does `system_version_full_lifecycle_iteration_report.doc` fully match the original files in terms of version numbers and release-owner information?"",""Has `system_version_full_lifecycle_iteration_report.doc` been checked to confirm that the release times of all versions are sorted accurately?"",""Does `system_version_full_lifecycle_iteration_report.doc` completely cover the descriptions of newly added features across all iteration versions?""]","[""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Outcome Evaluation""]","[{""from"":""18fec6689633b536_description_9.txt"",""to"":""b4418640fb00a12f_description_15.txt""},{""from"":""35ccb5991494324f_description_12.txt"",""to"":""b4418640fb00a12f_description_15.txt""},{""from"":""18fec6689633b536_description_9.txt"",""to"":""bec9bfa3d581a4ed_description_22.txt""},{""from"":""35ccb5991494324f_description_12.txt"",""to"":""bec9bfa3d581a4ed_description_22.txt""},{""from"":""b4418640fb00a12f_description_15.txt"",""to"":""bec9bfa3d581a4ed_description_22.txt""},{""from"":""18fec6689633b536_description_9.txt"",""to"":""bec9bfa3d581a4ed_description_22.txt""},{""from"":""35ccb5991494324f_description_12.txt"",""to"":""bec9bfa3d581a4ed_description_22.txt""},{""from"":""b4418640fb00a12f_description_15.txt"",""to"":""bec9bfa3d581a4ed_description_22.txt""}]","[{""filename"":""18fec6689633b536_description_9.txt"",""stored_relpath"":""data/18fec6689633b536_18fec6689633b536_description_9.txt""},{""filename"":""35ccb5991494324f_description_12.txt"",""stored_relpath"":""data/35ccb5991494324f_35ccb5991494324f_description_12.txt""},{""filename"":""b4418640fb00a12f_description_15.txt"",""stored_relpath"":""data/b4418640fb00a12f_b4418640fb00a12f_description_15.txt""},{""filename"":""bec9bfa3d581a4ed_description_22.txt"",""stored_relpath"":""data/bec9bfa3d581a4ed_bec9bfa3d581a4ed_description_22.txt""}]","[""Workspace Exploration"",""Lineage Tracing"",""Semantic Content Relations Understanding""]" @@ -47,10 +47,39 @@ 159,Operations Manager,"I have many task planning files, probably in the project folder. There is also a file summarizing some event information, but the spreadsheet contains missing and incorrect content. Based on the original planning files, please supplement and correct the spreadsheet and output it as `event_plan_v2.xlsx`.",hard,"[""event_plan_v2.xlsx""]","[""Does `event_plan_v2.xlsx` contain a complete set of 60 event records?"",""Does `event_plan_v2.xlsx` contain continuous numbering from Event 1 through Event 60, with no missing IDs?"",""Does `event_plan_v2.xlsx` include the specified 10 columns: `Filename`, `Event ID`, `Event Name`, `Date`, `Location`, `Expected Attendees`, `Lead Generation Target`, `Event Manager`, `Marketing Lead`, and `Status`?"",""In `event_plan_v2.xlsx`, are the `Expected Attendees` and `Lead Generation Target` for Event 4 equal to 12690500 and 79600, respectively?"",""In `event_plan_v2.xlsx`, are the `Expected Attendees` and `Lead Generation Target` for Event 5 equal to 8160500 and 2537600, respectively?"",""In `event_plan_v2.xlsx`, are the `Expected Attendees` and `Lead Generation Target` for Event 12 equal to 7575000 and 3191800, respectively?"",""In `event_plan_v2.xlsx`, are the `Expected Attendees` and `Lead Generation Target` for Event 32 equal to 12871000 and 3223700, respectively?"",""In `event_plan_v2.xlsx`, are the `Expected Attendees` and `Lead Generation Target` for Event 41 equal to 11669000 and 418200, respectively?"",""In `event_plan_v2.xlsx`, are the `Expected Attendees` and `Lead Generation Target` for Event 44 equal to 15646000 and 1504000, respectively?"",""In `event_plan_v2.xlsx`, are the `Expected Attendees` and `Lead Generation Target` for Event 45 equal to 4969500 and 323500, respectively?"",""In `event_plan_v2.xlsx`, are the `Expected Attendees` and `Lead Generation Target` for Event 46 equal to 11753500 and 3065600, respectively?"",""In `event_plan_v2.xlsx`, are the `Expected Attendees` and `Lead Generation Target` for Event 51 equal to 3799500 and 1919000, respectively?"",""In `event_plan_v2.xlsx`, are the `Expected Attendees` and `Lead Generation Target` for Event 54 equal to 13734000 and 2129900, respectively?"",""In `event_plan_v2.xlsx`, are the `Expected Attendees` and `Lead Generation Target` for Event 59 equal to 6418500 and 2929800, respectively?"",""Are all values in the `Date` column of `event_plan_v2.xlsx` valid dates, with no blanks or invalid values?"",""Do all `Location` values in `event_plan_v2.xlsx` follow the format `Virtual / City X`, where X matches the Event number?"",""Do all `Event Manager` values in `event_plan_v2.xlsx` follow the format `Team Lead X`, where X matches the Event number?"",""Do all `Marketing Lead` values in `event_plan_v2.xlsx` follow the format `Marketing Manager X`, where X matches the Event number?"",""Are all values in the `Expected Attendees` column of `event_plan_v2.xlsx` non-zero integers?"",""Are all values in the `Lead Generation Target` column of `event_plan_v2.xlsx` non-zero integers?"",""Are all values in the `Status` column of `event_plan_v2.xlsx` equal to `Active Planning`?"",""Is the output file in `.xlsx` format and able to be opened and read normally?"",""Were all 60 Markdown source files correctly read and used to fill the table?"",""Were missing data issues in the original `v1` spreadsheet corrected based on the source files?""]","[""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Process Evaluation""]","[{""from"":""event_plan_v1.xlsx"",""to"":""event_plan_1.md""},{""from"":""event_plan_v1.xlsx"",""to"":""event_plan_2.md""},{""from"":""event_plan_v1.xlsx"",""to"":""event_plan_3.md""},{""from"":""event_plan_v1.xlsx"",""to"":""event_plan_4.md""},{""from"":""event_plan_v1.xlsx"",""to"":""event_plan_5.md""},{""from"":""event_plan_v1.xlsx"",""to"":""event_plan_10.md""},{""from"":""event_plan_v1.xlsx"",""to"":""event_plan_12.md""},{""from"":""event_plan_v1.xlsx"",""to"":""event_plan_32.md""},{""from"":""event_plan_v1.xlsx"",""to"":""event_plan_41.md""},{""from"":""event_plan_v1.xlsx"",""to"":""event_plan_44.md""},{""from"":""event_plan_v1.xlsx"",""to"":""event_plan_45.md""},{""from"":""event_plan_v1.xlsx"",""to"":""event_plan_46.md""},{""from"":""event_plan_v1.xlsx"",""to"":""event_plan_51.md""},{""from"":""event_plan_v1.xlsx"",""to"":""event_plan_54.md""},{""from"":""event_plan_v1.xlsx"",""to"":""event_plan_59.md""}]","[{""filename"":""event_plan_v1.xlsx"",""stored_relpath"":""data/f677ad099da0d181_event_plan_v1.xlsx""},{""filename"":""event_plan_53.md"",""stored_relpath"":""data/109db22840953d2a_event_plan_53.md""},{""filename"":""event_plan_54.md"",""stored_relpath"":""data/f7e1d27266eedc46_event_plan_54.md""},{""filename"":""event_plan_55.md"",""stored_relpath"":""data/bd2e116ae271a1ce_event_plan_55.md""},{""filename"":""event_plan_56.md"",""stored_relpath"":""data/becabc9420c868e8_event_plan_56.md""},{""filename"":""event_plan_57.md"",""stored_relpath"":""data/b1290cdb3122d348_event_plan_57.md""},{""filename"":""event_plan_58.md"",""stored_relpath"":""data/63f0a8c65028191a_event_plan_58.md""},{""filename"":""event_plan_59.md"",""stored_relpath"":""data/4ff8c47eb229ef35_event_plan_59.md""},{""filename"":""event_plan_60.md"",""stored_relpath"":""data/9837ba336e2e0dd8_event_plan_60.md""},{""filename"":""event_plan_1.md"",""stored_relpath"":""data/0fc7d50b3cd9aa35_event_plan_1.md""},{""filename"":""event_plan_2.md"",""stored_relpath"":""data/fadf96e3e3119482_event_plan_2.md""},{""filename"":""event_plan_3.md"",""stored_relpath"":""data/1fe6714cec3886ce_event_plan_3.md""},{""filename"":""event_plan_4.md"",""stored_relpath"":""data/7cbde1ef99a46471_event_plan_4.md""},{""filename"":""event_plan_5.md"",""stored_relpath"":""data/8a9a0946a423dfd7_event_plan_5.md""},{""filename"":""event_plan_6.md"",""stored_relpath"":""data/40bb4fa047f914e8_event_plan_6.md""},{""filename"":""event_plan_7.md"",""stored_relpath"":""data/da0aa362246e7f13_event_plan_7.md""},{""filename"":""event_plan_8.md"",""stored_relpath"":""data/be8f5997b56be603_event_plan_8.md""},{""filename"":""event_plan_9.md"",""stored_relpath"":""data/e0a7af59cadd5a7f_event_plan_9.md""},{""filename"":""event_plan_10.md"",""stored_relpath"":""data/09bd8c010a64d26d_event_plan_10.md""},{""filename"":""event_plan_11.md"",""stored_relpath"":""data/99c8010415ec9435_event_plan_11.md""},{""filename"":""event_plan_12.md"",""stored_relpath"":""data/b022bc55c557e351_event_plan_12.md""},{""filename"":""event_plan_13.md"",""stored_relpath"":""data/c7810add24b4d215_event_plan_13.md""},{""filename"":""event_plan_14.md"",""stored_relpath"":""data/6afae01a91dea8df_event_plan_14.md""},{""filename"":""event_plan_15.md"",""stored_relpath"":""data/f997bf1e4d57df34_event_plan_15.md""},{""filename"":""event_plan_16.md"",""stored_relpath"":""data/17dd7575e8677fcc_event_plan_16.md""},{""filename"":""event_plan_17.md"",""stored_relpath"":""data/bd16f51734ce827f_event_plan_17.md""},{""filename"":""event_plan_18.md"",""stored_relpath"":""data/d9dc9b025599ae67_event_plan_18.md""},{""filename"":""event_plan_19.md"",""stored_relpath"":""data/85508bfbf8eddea9_event_plan_19.md""},{""filename"":""event_plan_20.md"",""stored_relpath"":""data/c1f1101a84a27906_event_plan_20.md""},{""filename"":""event_plan_21.md"",""stored_relpath"":""data/0860f0fc31e34e33_event_plan_21.md""},{""filename"":""event_plan_22.md"",""stored_relpath"":""data/e9fcf90de6be2fbb_event_plan_22.md""},{""filename"":""event_plan_23.md"",""stored_relpath"":""data/036d7a5f435b51c3_event_plan_23.md""},{""filename"":""event_plan_24.md"",""stored_relpath"":""data/d4e58436c0e40e7c_event_plan_24.md""},{""filename"":""event_plan_25.md"",""stored_relpath"":""data/21c07a07818cc433_event_plan_25.md""},{""filename"":""event_plan_26.md"",""stored_relpath"":""data/1da59e34e6075450_event_plan_26.md""},{""filename"":""event_plan_27.md"",""stored_relpath"":""data/b17e251d7fd36243_event_plan_27.md""},{""filename"":""event_plan_28.md"",""stored_relpath"":""data/5d121d4db3fb07cb_event_plan_28.md""},{""filename"":""event_plan_29.md"",""stored_relpath"":""data/95f98cdf2258977f_event_plan_29.md""},{""filename"":""event_plan_30.md"",""stored_relpath"":""data/b40ae6e73acf5569_event_plan_30.md""},{""filename"":""event_plan_31.md"",""stored_relpath"":""data/9b3a2b66978aeff7_event_plan_31.md""},{""filename"":""event_plan_32.md"",""stored_relpath"":""data/e15f6607c89790f5_event_plan_32.md""},{""filename"":""event_plan_33.md"",""stored_relpath"":""data/fb21d76f7acac962_event_plan_33.md""},{""filename"":""event_plan_34.md"",""stored_relpath"":""data/ea45e743979c566c_event_plan_34.md""},{""filename"":""event_plan_35.md"",""stored_relpath"":""data/ad7828201ad095fc_event_plan_35.md""},{""filename"":""event_plan_36.md"",""stored_relpath"":""data/ddccf6835a3354a8_event_plan_36.md""},{""filename"":""event_plan_37.md"",""stored_relpath"":""data/ff23e69aea52879c_event_plan_37.md""},{""filename"":""event_plan_38.md"",""stored_relpath"":""data/1521f3add2fc3e13_event_plan_38.md""},{""filename"":""event_plan_39.md"",""stored_relpath"":""data/8711e31a76beea97_event_plan_39.md""},{""filename"":""event_plan_40.md"",""stored_relpath"":""data/9d494c94ab50b45d_event_plan_40.md""},{""filename"":""event_plan_41.md"",""stored_relpath"":""data/f90b2e3e6e02ccc9_event_plan_41.md""},{""filename"":""event_plan_42.md"",""stored_relpath"":""data/707d9d88a9ce1c54_event_plan_42.md""},{""filename"":""event_plan_43.md"",""stored_relpath"":""data/f72a81edc0959e6a_event_plan_43.md""},{""filename"":""event_plan_44.md"",""stored_relpath"":""data/f1b595ffbe16f92e_event_plan_44.md""},{""filename"":""event_plan_45.md"",""stored_relpath"":""data/756c914c1ea36760_event_plan_45.md""},{""filename"":""event_plan_46.md"",""stored_relpath"":""data/38b6b44ffe9f8f69_event_plan_46.md""},{""filename"":""event_plan_47.md"",""stored_relpath"":""data/ee53cb6eae41f0e5_event_plan_47.md""},{""filename"":""event_plan_48.md"",""stored_relpath"":""data/af3acdacc06b01a8_event_plan_48.md""},{""filename"":""event_plan_49.md"",""stored_relpath"":""data/f2c3f031da1be696_event_plan_49.md""},{""filename"":""event_plan_50.md"",""stored_relpath"":""data/773c0a47c2e310c3_event_plan_50.md""},{""filename"":""event_plan_51.md"",""stored_relpath"":""data/717726044c1f8798_event_plan_51.md""},{""filename"":""event_plan_52.md"",""stored_relpath"":""data/c9fd4e17452eba48_event_plan_52.md""}]","[""Workspace Exploration"",""Task-Providing File Utilization"",""Semantic Content Relations Understanding"",""Heterogeneous File Understanding""]" 160,Operations Manager,"There are three user information files from different channels and dates in the user folder. Please categorize them by user ID, update the user information according to the newer dates, compile a user information summary table, and output `customer_information_statistics.md`.",hard,"[""customer_information_statistics.md""]","[""Does `customer_information_statistics.md` contain 15 customer records?"",""For customer ID `ID001`, is the email `zhangsan@latest.com`, the company `Yunchuang Technology Group`, and the position `Senior Manager`?"",""For customer ID `ID002`, is the phone number `13811111111`, the position `Technical Director`, and the registration date `2024-02-15`?"",""For customer ID `ID003`, is the participated event `Design Sharing Session`, the company `Innovation Design Studio`, and the position `Design Director`?"",""For customer ID `ID004`, is the latest feedback `It is hoped that time tracking can be added`, and is the email `zhaoliu@new.com`?"",""For customer ID `ID005`, is the email `qianqi@event.com`, and is the participated event `Online Salon`?"",""For customer ID `ID006`, is the email `sunba@service.com`, and is the latest feedback `API support is needed`?"",""For customer ID `ID007`, is the position `Senior Planner`, and is the participated event `New Product Launch`?"",""For customer ID `ID008`, is the name `Wu Shi` and the email `wushi@support.com`?"",""For customer ID `ID009`, is the phone number `13000000000`, the company `Import and Export Group`, and is the participated event `Industry Summit`?"",""For customer ID `ID010`, is the registration date `2024-10-10`, and is the company `Logistics Company`?"",""For customer ID `ID011`, is the position `Product Manager`, and is the participated event `Product Training`?"",""For customer ID `ID012`, is the email `chensi@activity.com`, and is the latest feedback `希望增加数据导出`?"",""For customer ID `ID013`, is the company `广告公司`, and is the participated event `线上沙龙`?"",""For customer ID `ID014`, is the position `客户经理`, the company `管理咨询`, and the participated event `行业峰会`?"",""Does customer ID `ID015` exist, with email `zhuqi@event.com` and position `培训师`?"",""Does the summary note mark the total number of customers as 15?"",""For all conflicting information, was the value from the newer date used, such that the phone number for `ID001` was updated to `13912345678` instead of the old number?"",""Does the file include all columns: `客户ID`, `姓名`, `邮箱`, `电话`, `公司`, `职位`, `注册日期`, `最近反馈`, and `参与活动`?"",""Was complementary information correctly retained, such that `ID001` keeps both the latest feedback from CRM and the participated event from the marketing event table?""]","[""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Process Evaluation""]","[{""from"":""CRM_data_export_2024-12-01.md"",""to"":""customer_service_ticket_system_record_2025-01-15.md""},{""from"":""CRM_data_export_2024-12-01.md"",""to"":""marketing_event_registration_form_2025-02-20.md""},{""from"":""customer_service_ticket_system_record_2025-01-15.md"",""to"":""marketing_event_registration_form_2025-02-20.md""}]","[{""filename"":""CRM_data_export_2024-12-01.md"",""stored_relpath"":""data/223cdee98b2d2ac0_CRM_data_export_2024-12-01.md""},{""filename"":""customer_service_ticket_system_record_2025-01-15.md"",""stored_relpath"":""data/a557fc70938601b1_customer_service_ticket_system_record_2025-01-15.md""},{""filename"":""marketing_event_registration_form_2025-02-20.md"",""stored_relpath"":""data/dca2f68429ca3038_marketing_event_registration_form_2025-02-20.md""}]","[""Workspace Exploration"",""Result-Providing Files Utilization"",""Semantic Content Relations Understanding""]" 161,Operations Manager,"The activity folder contains team responsibility and activity plan files. Based on these two files, create a detailed implementation checklist for me that clearly assigns subtasks to each department, specifies the timing of each task, and includes the responsible person and contact information. Output it in the activity folder as `implementation_checklist.md`.",medium,"[""implementation_checklist.md""]","[""Does the output file `implementation_checklist.md` include the event's basic information, correctly recording the theme as `TeamSync 618 Mid-Year Carnival, Grateful Giveback`, and the event period as June 1, 2025 to June 18, 2025?"",""Does the implementation checklist divide the entire event into the three phases of preparation, execution, and review plus summary?"",""Does the preparation phase include 8 specific subtasks, with a completion time range of May 15 to May 31?"",""Does the execution phase include 8 specific subtasks covering the full daily operations work throughout the event?"",""Does the review phase include 5 specific subtasks, with a completion time range of June 19 to June 25?"",""Does every subtask clearly state the responsible person's name?"",""Does every subtask include the responsible person's complete contact information, including phone number and email?"",""Does every subtask clearly specify a concrete completion deadline?"",""Is the contact information for Operations Director Chen Siyuan correctly recorded as phone `13900001111` and email `siyuan.chen@teamsync.com`?"",""Is event operator Zhao Lei assigned a total of 7 tasks including event planning and execution, prize distribution, and cross-department coordination?"",""Is technical liaison Zhang Fan responsible for the two core tasks of event feature development and testing, and technical on-duty support throughout the event?"",""Does the file include a key-risk response table clearly identifying the responsible person for the three risks of technical failures, higher-than-expected prize demand, and surging customer-service volume?"",""Does the file include an overall progress-tracking table clearly showing the start and end times and milestones of the three phases?"",""Is Customer Service Supervisor Liu Ting assigned the two tasks of pre-event script training and handling user inquiries during the event?"",""Is Data Operations staff member Zhou Ming responsible for both daily event data monitoring and the final complete event data analysis report?"",""Is Design Support staff member Xu Wen assigned to complete all event visual-material design before May 25?"",""Is Content Operations staff member Wang Jia assigned to complete all event promotional copywriting before May 20?"",""Is User Operations Manager Li Min assigned the three tasks of community warm-up, routine maintenance, and user-feedback summary?"",""Are all subtask owners among the 8 members listed in the team-responsibility file, with no extra owners added?"",""Is the output file in Markdown format, with a clear and readable table structure?"",""Does the task allocation correctly incorporate the four core mechanics of the event plan: daily sign-in, limited-time discounts, invite-a-friend, and community benefits?"",""Were risk-response measures considered, with the responsible person and contact details for each risk clearly specified?"",""Is budget verification and settlement assigned to Operations Director Chen Siyuan with completion required before June 23?"",""Is organization of the final review meeting assigned to event operator Zhao Lei with completion required before June 25?""]","[""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation""]","[{""from"":""team_responsibilities.md"",""to"":""event_plan.md""},{""from"":""event_plan.md"",""to"":""team_responsibilities.md""}]","[{""filename"":""event_plan.md"",""stored_relpath"":""data/676daba52d45345e_event_plan.md""},{""filename"":""team_responsibilities.md"",""stored_relpath"":""data/d733ccc644d4873d_team_responsibilities.md""}]","[""Workspace Exploration"",""Task-Providing File Utilization"",""Lineage Tracing"",""Semantic Content Relations Understanding""]" +171,Product Manager,"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.",easy,"[""Procurement_Supplier_Summary.xlsx""]","[""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?""]","[""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""]","[{""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""}]","[{""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""}]","[""Workspace Exploration""]" +175,Product Manager,Generate a fixed asset depreciation ledger (__ PH_12 __) based on the 2024 asset depreciation details and output it to the desktop,medium,"[""Depreciation_Ledger_For_Fixed_Assets.xlsx""]","[""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""]","[""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Process Evaluation"",""Process Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation""]","[{""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""}]","[{""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""}]","[""Workspace Exploration"",""Result-Providing Files Utilization""]" +178,Researcher,"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",medium,"[""Summary_Of_Temporary_Work_Order_Information.xlsx""]","[""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""]","[""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Outcome Evaluation""]","[{""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""}]","[{""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""}]","[""Workspace Exploration"",""Result-Providing Files Utilization""]" +191,Operations Manager,"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.",hard,"[""Smart_Inventory_Continuous_Operations_Workflow.txt""]","[""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?""]","[""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""]","[{""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""},{""from"":""Smart_List_Function_Optimization_Needs.md"",""to"":""Smart_Checklist_Evaluation_Set_Construction_Plan.md""},{""from"":""Smart_Checklist_Evaluation_Set_Construction_Plan.md"",""to"":""Smart_List_Experience_Instructions.md""},{""from"":""Smart_List_Assistant_Request.md"",""to"":""Smart_Inventory_Continuous_Operations_Workflow.txt""},{""from"":""Smart_List_Experience_Instructions.md"",""to"":""Smart_Inventory_Continuous_Operations_Workflow.txt""},{""from"":""Access_To_Smart_List_Performance_Improvement_Tools.md"",""to"":""Smart_Inventory_Continuous_Operations_Workflow.txt""},{""from"":""Smart_Checklist_Evaluation_Set_Construction_Plan.md"",""to"":""Smart_Inventory_Continuous_Operations_Workflow.txt""},{""from"":""Smart_List_Function_Optimization_Needs.md"",""to"":""Smart_Inventory_Continuous_Operations_Workflow.txt""}]","[{""filename"":""Smart_List_Assistant_Request.md"",""stored_relpath"":""data/aeb9637d1b36dfe0_Smart_List_Assistant_Request.md""},{""filename"":""Smart_List_Experience_Instructions.md"",""stored_relpath"":""data/ca6f551a5b02523c_Smart_List_Experience_Instructions.md""},{""filename"":""Access_To_Smart_List_Performance_Improvement_Tools.md"",""stored_relpath"":""data/7c065495b5e311f6_Access_To_Smart_List_Performance_Improvement_Tools.md""},{""filename"":""Smart_Checklist_Evaluation_Set_Construction_Plan.md"",""stored_relpath"":""data/ff7ca039c8762440_Smart_Checklist_Evaluation_Set_Construction_Plan.md""},{""filename"":""Smart_List_Function_Optimization_Needs.md"",""stored_relpath"":""data/99a1c2810660b5d1_Smart_List_Function_Optimization_Needs.md""}]","[""Workspace Exploration"",""Task-Providing File Utilization"",""Lineage Tracing"",""Semantic Content Relations Understanding""]" +192,Operations Manager,"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 __)",hard,"[""Industry_Analysis_Report.md""]","[""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.""]","[""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""]","[{""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""}]","[{""filename"":""920116_2024_Satellite_Map_Measurement_And_Control_2024_Annual_Report_2025_03_03.pdf"",""stored_relpath"":""data/61f8883a8dd050d6_920116_2024_Satellite_Map_Measurement_And_Control_2024_Annual_Report_2025_03_03.pdf""},{""filename"":""920111_2024_Juxing_Technology_2024_Annual_Report_2025_04_24.pdf"",""stored_relpath"":""data/9e27bc91629a0791_920111_2024_Juxing_Technology_2024_Annual_Report_2025_04_24.pdf""},{""filename"":""920118_2024_Taihu_Broad_2024_Annual_Report_2025_04_25.pdf"",""stored_relpath"":""data/5ddd81edd2e30a74_920118_2024_Taihu_Broad_2024_Annual_Report_2025_04_25.pdf""},{""filename"":""920108_2024_Honghai_Technology_2024_Annual_Report_2025_04_24.pdf"",""stored_relpath"":""data/0bfbf1a71c9480de_920108_2024_Honghai_Technology_2024_Annual_Report_2025_04_24.pdf""},{""filename"":""920128_2024_Shengye_Electric_2024_Annual_Report_2025_04_21.pdf"",""stored_relpath"":""data/d21775057f9e714f_920128_2024_Shengye_Electric_2024_Annual_Report_2025_04_21.pdf""}]","[""Result-Providing Files Utilization"",""Lineage Tracing"",""Semantic Content Relations Understanding""]" 207,Logistics Manager,"Using the General Talent Profile Model workbook, evaluate the four resumes and generate Talent_Evaluation.xlsx on the desktop.",medium,"[""Talent_Evaluation.xlsx""]","[""Does Talent_Evaluation.xlsx contain two worksheets named \""Talent Evaluation Results\"" and \""Evaluation Criteria Description\""?"",""Does the talent evaluation results table include 8 columns: name, educational background, professional skills, practical experience, comprehensive quality, job fit, comprehensive score, and overall evaluation?"",""Does the talent evaluation results table contain 4 rows of candidate data for Zhao Siyuan, Zhang Haoran, Wang Jianing, and Li Yuchen?"",""Is Zhao Siyuan's overall score 88, and is the graduating school listed as the Oriental College of Beijing University of Chinese Medicine?"",""Is Zhang Haoran's overall score 82, and has he won the Excellence Award in the Hospital Ward Rounds Skills Competition?"",""Does Wang Jianing have an overall score of 85, is her gender female, and does she hold a Mandarin Level 2-B certificate?"",""Is Li Yuchen's overall score 92, is he rated as an \""outstanding intern\"", and did he participate in two student societies at the same time?"",""In Li Yuchen's education background, is the study period recorded as 2013.09-2018.07?"",""Do Zhao Siyuan's internship institutions include Tangshan Second Hospital and Baoding Hospital of Traditional Chinese Medicine?"",""Does the evaluation criteria description table list five evaluation dimensions: educational background, professional skills, practical experience, comprehensive quality, and job fit?"",""In the evaluation criteria description, are the weights of the five dimensions 20% for educational background, 25% for professional skills, 25% for practical experience, 15% for comprehensive quality, and 15% for job fit?"",""Does the comprehensive scoring standard clearly define 85 and above as excellent, and are all four candidates rated excellent at 85 or above?"",""Are all four candidates majoring in Traditional Chinese Medicine (Orthopedic TCM Direction)?"",""Do all four candidates hold an intermediate vocational qualification in health massage?"",""Have all four candidates completed and graduated from a full five-year undergraduate program?"",""Does Li Yuchen hold both a Mandarin Level 2-A certificate and a C1 motor vehicle driver's license?"",""Is Zhao Siyuan familiar with basic DR, CT, and MRI reading, so as to assist with imaging diagnosis?"",""Did Wang Jianing participate in the \""Sanfu Patch\"" project for treating winter diseases in summer, taking responsibility for acupoint matching, plaster application, and health education?"",""Did Zhang Haoran rotate through orthopedics, acupuncture and moxibustion, internal medicine, and emergency medicine, and is he proficient in dressing changes, suture removal, debridement, and wound dressing?"",""Is the Talent_Evaluation.xlsx file correctly formatted and able to open and be read normally?""]","[""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation""]","[{""from"":""Zhao_Siyuan_Resume.docx"",""to"":""Talent_Evaluation.xlsx""},{""from"":""Zhang_Haoran_Resume.docx"",""to"":""Talent_Evaluation.xlsx""},{""from"":""Li_Yuchen_Resume.docx"",""to"":""Talent_Evaluation.xlsx""},{""from"":""Wang_Jianing_Resume.docx"",""to"":""Talent_Evaluation.xlsx""}]","[{""filename"":""Zhao_Siyuan_Resume.docx"",""stored_relpath"":""data/b6587a043148382d_Zhao_Siyuan_Resume.docx""},{""filename"":""Zhang_Haoran_Resume.docx"",""stored_relpath"":""data/5c6df2b2a45aad70_Zhang_Haoran_Resume.docx""},{""filename"":""Li_Yuchen_Resume.docx"",""stored_relpath"":""data/f73d2057470dd5f4_Li_Yuchen_Resume.docx""},{""filename"":""Wang_Jianing_Resume.docx"",""stored_relpath"":""data/aa1e07f51052d198_Wang_Jianing_Resume.docx""}]","[""Workspace Exploration"",""Result-Providing Files Utilization"",""Semantic Content Relations Understanding""]" +224,Operations Manager,"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 __)",hard,"[""Guaranteed_Progress.xlsx""]","[""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""]","[""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""]","[{""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""}]","[{""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""}]","[""Workspace Exploration"",""Task-Providing File Utilization"",""Result-Providing Files Utilization"",""Lineage Tracing"",""Semantic Content Relations Understanding""]" 226,Backend Developer,"Based on the files that have not been debugged, identify the bugs in the code and generate a bug report named bug_report.txt in the debug folder on the desktop.",medium,"[""bug report.txt""]","[""Does `bug report.txt` correctly locate and read all four source code files: `bug_file1.py`, `bug_file2.py`, `bug_file3.py`, and `bug_file4.py`?"",""Does `bug report.txt` completely include the three bugs identified in `bug_file1.py`: a logic error on line 23, a matching-rule error on line 23, and a logic error on line 45, with nothing omitted?"",""Does `bug report.txt` completely include the four bugs identified in `bug_file2.py`: a data-assignment error on line 11, a logic error on lines 18-24, a missing exception-handling issue on line 38, and a logic error on line 45, with nothing omitted?"",""Does `bug report.txt` completely include the three bugs identified in `bug_file3.py`: a syntax error on line 11 caused by a missing closing brace in the dictionary, a syntax error on line 59 caused by bad indentation, and the missing syringe data definition, with nothing omitted?"",""Does `bug report.txt` completely include the bugs identified in `bug_file4.py`, including the logic error on line 4 caused by a full-width space and the logic error on line 22 caused by iterating over `values` instead of `keys`, with nothing omitted?"",""Is the reversed fuzzy-matching logic bug on line 23 of `bug_file1.py` correctly identified and classified as a logic error?"",""Is the lack of case-insensitive matching in `bug_file1.py` correctly identified and classified as a matching-rule error?"",""Is the assignment of `None` to `一次性使用无菌注射器(带针)` in `bug_file2.py` correctly identified as a data-assignment error?"",""Is the missing closing brace in the `medical_data` dictionary in `bug_file3.py` correctly identified as a syntax error?"",""Is the missing indentation for the `main()` call in `bug_file3.py` correctly identified as a syntax error?"",""Is the incorrect iteration over `medical_data.values()` in `bug_file4.py` correctly identified as a logic error?"",""Does each bug entry include all five required fields: file path, line number, bug type, bug description, and consequence of the bug?"",""Are the three bugs identified in `bug_file1.py` arranged in ascending order by line number?"",""Are all bugs in `bug_file2.py`, `bug_file3.py`, and `bug_file4.py` also arranged in ascending order by line number?"",""Does the beginning of the report include a bug-category statistics table with the correct counts: 2 syntax errors, 7 logic errors, 2 missing exception-handling issues, 1 data-assignment error, and 1 matching-rule error, for a total of 13 bugs?"",""Is the report organized by file in the order `bug_file1.py` -> `bug_file2.py` -> `bug_file3.py` -> `bug_file4.py`, with clear grouping?"",""Does every bug include a specific, actionable fix suggestion rather than a vague description, for example changing the condition on line 23 of `bug_file1.py` to `device_name.strip() in device` and changing line 22 of `bug_file4.py` to iterate over `keys` instead of `values`?"",""Is the report text free of typos, punctuation errors, and awkward or unclear sentences?"",""Is the output file `bug report.txt` encoded in UTF-8 so that all Chinese characters display correctly?"",""Does the end of `bug report.txt` include a bug-category summary section that reorganizes the identified bugs by bug type?"",""In the `bug_file3.py` section, does `bug report.txt` explicitly point out the functional omission caused by the missing data definition for `一次性使用无菌注射器(带针)`?"",""At the end of each file section, does `bug report.txt` state the total number of bugs identified in that file?""]","[""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Process Evaluation"",""Process Evaluation"",""Process Evaluation"",""Process Evaluation"",""Process Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation""]","[{""from"":""bug_file1.py"",""to"":""bug report.txt""},{""from"":""bug_file4.py"",""to"":""bug report.txt""},{""from"":""bug_file2.py"",""to"":""bug report.txt""},{""from"":""bug_file3.py"",""to"":""bug report.txt""}]","[{""filename"":""bug_file1.py"",""stored_relpath"":""data/211a8cda565cc32c_bug_file1.py""},{""filename"":""bug_file4.py"",""stored_relpath"":""data/3c6de63416388a60_bug_file4.py""},{""filename"":""bug_file2.py"",""stored_relpath"":""data/c7d3cc7e5ac74ba8_bug_file2.py""},{""filename"":""bug_file3.py"",""stored_relpath"":""data/6ac134343d53d690_bug_file3.py""}]","[""Result-Providing Files Utilization"",""Semantic Content Relations Understanding""]" 227,Researcher,"Based on the 2024 security report, summarize the overall data security status, outline the areas that need improvement, and generate an improvement plan document on the desktop as Data_Security_Improvement_Plan.docx.",medium,"[""Data_Security_Improvement_Plan_Document.docx""]","[""Were all five security report files accurately located and read?"",""Were all 10 core fields extracted from each report without omission: report ID, reporting period, total incident count, severe incident count, counts for the four incident categories, three response-time metrics, protection coverage, security score, affected user count, and budget invested?"",""Does the extracted data exactly match the source files, for example with `安全报告_3` showing a detection time of 72 minutes rather than 27 minutes, and the lowest security score correctly recorded as 68 rather than another value?"",""Were irrelevant formatting characters such as extra parentheses and line breaks removed from the extracted data?"",""Does the summary table include data from all five reports, ordered by time as two reports from May 2024, then August, September, and October, with the two May reports kept side by side in the correct order?"",""Does the analysis correctly calculate a total of 29 incidents, 4 severe incidents, and 11 data-leak incidents?"",""Does the analysis correctly calculate an average detection time of 53.6 minutes, an average response time of 114.2 minutes, and an average remediation time of 293.8 minutes?"",""Does the analysis correctly derive these four aggregate metrics: average protection coverage of 88.6%, average security score of 80.4, total affected users of 27,002, and average budget of RMB 3.254 million?"",""Does the overall analysis cover all four dimensions: incident occurrence, response efficiency, protection capability, and user impact?"",""Are all analytical conclusions based on the statistics, for example matching a 37.9% data-leak share without subjective speculation?"",""Does the document identify data leakage as the most frequent incident type with 11 cases and treat it as the highest-priority issue for improvement?"",""Does the document identify the average response time of 114.2 minutes as too long and list it as a high-priority issue?"",""Does the document identify the wide variation in protection coverage, ranging from 73% to 99%, as a high-priority issue?"",""Since all five reports mention the need to strengthen staff training, does the document list employee training as a core direction for improvement?"",""Are the issues and actions ranked clearly under three levels: Priority 1 (high risk), Priority 2 (medium risk), and Priority 3 (continuous improvement)?"",""Does every improvement measure correspond to a specific core problem, such as linking data leakage to data encryption and access control, with no orphan measures?"",""Are the improvement measures specific and measurable, such as reducing data-leak incidents by 50% and shortening average detection time to under 30 minutes, instead of using vague wording like strengthening security protection?"",""Is the total budget in the improvement plan controlled within the average budget of RMB 3.254 million, with the actual total of about RMB 3.2 million meeting the budget requirement?"",""Are the improvement measures classified into three clear, non-overlapping categories: technical protection, personnel training, and process optimization?"",""Does each improvement measure clearly specify the improvement objective, responsible party, and timeline, with complete information?"",""Is the document structure complete, including all four major parts: overall data security status summary, core improvement issues, specific improvement measures, and expected effects?"",""Are all numerical units in the summary table consistent, for example budgets kept in the `¥XXX万` format and all time values expressed in minutes?"",""Does the plan describe five expected outcomes after implementation, covering security incidents, response efficiency, protection capability, user impact, and organizational capability?"",""Is the filename exactly `Data_Security_Improvement_Plan_Document.docx`, with no typo or naming error?"",""Can the generated `.docx` file be opened normally with no content loss or garbled text?""]","[""Basic Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Process Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Process Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Basic Evaluation""]","[{""from"":""Security_Report_1.txt"",""to"":""Data_Security_Improvement_Plan_Document.docx""},{""from"":""Security_Report_2.txt"",""to"":""Data_Security_Improvement_Plan_Document.docx""},{""from"":""Security_Report_3.txt"",""to"":""Data_Security_Improvement_Plan_Document.docx""},{""from"":""Security_Report_4.txt"",""to"":""Data_Security_Improvement_Plan_Document.docx""},{""from"":""Security_Report_5.txt"",""to"":""Data_Security_Improvement_Plan_Document.docx""}]","[{""filename"":""Security_Report_1.txt"",""stored_relpath"":""data/aa7e292f6ef15255_Security_Report_1.txt""},{""filename"":""Security_Report_2.txt"",""stored_relpath"":""data/6ddcc8dc1c3ea431_Security_Report_2.txt""},{""filename"":""Security_Report_3.txt"",""stored_relpath"":""data/a113603c9e032caf_Security_Report_3.txt""},{""filename"":""Security_Report_4.txt"",""stored_relpath"":""data/388776be95d80111_Security_Report_4.txt""},{""filename"":""Security_Report_5.txt"",""stored_relpath"":""data/252059e432fa9c4f_Security_Report_5.txt""}]","[""Workspace Exploration"",""Semantic Content Relations Understanding""]" 232,Researcher,"Review the financial annual reports in the Materials folder, analyze which of the companies involved is the most suitable for investment, and save the results to the desktop as Multi_Company_Investment_Value_Analysis_Report_2024.docx.",medium,"[""Multi_Company_Investment_Value_Analysis_Report_2024_.docx""]","[""Does the report extract the following data for Honghai Technology in 2024: revenue of RMB 463 million, year-over-year revenue growth of +32.09%, ROE of 20.01%, and asset-liability ratio of 55.07%?"",""Does the report extract the following data for Taihu Yuanda in 2024: revenue of RMB 1.594 billion, year-over-year net profit growth of -8.97%, ROE of 21.26%, and gross margin of 9.15%?"",""Does the report extract the following data for Starcart Measurement and Control in 2024: revenue of RMB 288 million, net profit of RMB 84.97 million, ROE of 56.93%, and asset-liability ratio of 34.55%?"",""Does the report extract the following data for Juxing Technology in 2024: revenue of RMB 492 million, year-over-year revenue growth of +66.17%, net profit of RMB 116 million, and asset-liability ratio of 28.40%?"",""Does the report extract the following data for Shengye Electric in 2024: revenue of RMB 634 million, ROE of 13.75%, R&D ratio of 4.18%, and gross margin of 24.50%?"",""Does the report include a complete comparison table of the five companies' core financial indicators, with accurate industry affiliation and main business information for each company?"",""Does the analysis completely cover the five core investment dimensions of financial health, growth potential, core competitive moat, industry outlook, and risk controllability, with no missing dimension?"",""In the financial health analysis, does the report provide clear, data-supported judgments for each company's liquidity, solvency, and profitability?"",""Does the growth potential analysis forecast future growth space based on revenue and net-profit growth rates and give a clear conclusion for each company?"",""Does the analysis of core competitive moat accurately summarize the competitive advantages disclosed in each company's report, such as patents, technology, and channels, in a way consistent with the source text?"",""Does the industry-outlook analysis evaluate the development opportunities of each company's industry in light of current policy direction and national industrial policy?"",""Does the risk controllability evaluation completely list at least three core risk factors disclosed in each company's annual report, with no major omissions?"",""Is the overall investment-value ranking `1. Starcart Measurement and Control, 2. Juxing Technology, 3. Honghai Technology, 4. Shengye Electric, 5. Taihu Yuanda`, and is the ranking consistent with the analysis logic?"",""Does the report provide differentiated investment suggestions for conservative investors and growth-oriented investors rather than generic recommendations?"",""Since Starcart Measurement and Control ranks first overall, is it recommended as the priority investment target, consistent with the analysis highlighting its high ROE of 56.93% and high R&D ratio of 13.93%?"",""Given that Taihu Yuanda has a year-over-year net profit decline of 8.97% and an R&D ratio of only 1.68%, is it ranked last overall in a way consistent with the analysis logic?"",""Does the report contain complete analysis content for all five companies, without missing paragraphs or blank table fields?"",""Is the report free of typos, with accurate professional terminology, and without using undefined abbreviations when a company name first appears?"",""Is the output filename `Multi_Company_Investment_Value_Analysis_Report_2024_.docx`, matching the task requirement?""]","[""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Process Evaluation"",""Process Evaluation"",""Process Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation""]","[{""from"":""920118_2024_Taihu_Yuanda_2024_Annual_Report_2025-04-25.pdf"",""to"":""Multi_Company_Investment_Value_Analysis_Report_2024_.docx""},{""from"":""920111_2024_Juxing_Technology_2024_Annual_Report_2025-04-24.pdf"",""to"":""Multi_Company_Investment_Value_Analysis_Report_2024_.docx""},{""from"":""920108_2024_Honghai_Technology_2024_Annual_Report_2025-04-24.pdf"",""to"":""Multi_Company_Investment_Value_Analysis_Report_2024_.docx""},{""from"":""920128_2024_Shengye_Electric_2024_Annual_Report_2025-04-21.pdf"",""to"":""Multi_Company_Investment_Value_Analysis_Report_2024_.docx""},{""from"":""920116_2024_Xingtu_Measurement_and_Control_2024_Annual_Report_2025-03-03.pdf"",""to"":""Multi_Company_Investment_Value_Analysis_Report_2024_.docx""}]","[{""filename"":""920118_2024_Taihu_Yuanda_2024_Annual_Report_2025-04-25.pdf"",""stored_relpath"":""data/5ddd81edd2e30a74_920118_2024_Taihu_Yuanda_2024_Annual_Report_2025-04-25.pdf""},{""filename"":""920111_2024_Juxing_Technology_2024_Annual_Report_2025-04-24.pdf"",""stored_relpath"":""data/9e27bc91629a0791_920111_2024_Juxing_Technology_2024_Annual_Report_2025-04-24.pdf""},{""filename"":""920108_2024_Honghai_Technology_2024_Annual_Report_2025-04-24.pdf"",""stored_relpath"":""data/0bfbf1a71c9480de_920108_2024_Honghai_Technology_2024_Annual_Report_2025-04-24.pdf""},{""filename"":""920128_2024_Shengye_Electric_2024_Annual_Report_2025-04-21.pdf"",""stored_relpath"":""data/d21775057f9e714f_920128_2024_Shengye_Electric_2024_Annual_Report_2025-04-21.pdf""},{""filename"":""920116_2024_Xingtu_Measurement_and_Control_2024_Annual_Report_2025-03-03.pdf"",""stored_relpath"":""data/61f8883a8dd050d6_920116_2024_Xingtu_Measurement_and_Control_2024_Annual_Report_2025-03-03.pdf""}]","[""Workspace Exploration"",""Result-Providing Files Utilization"",""Semantic Content Relations Understanding""]" +242,Backend Developer,"Based on the traffic data file on the desktop, the indicators involving traffic are listed in a histogram by uploader, placed in ""__ PH_1 __"", and output to the/desktop/indicators directory",medium,"[""Traffic_Metrics_Comparison.xlsx""]","[""Does the output file __ PH_1 __ contain 5 rows of post data corresponding to post_1, post_2, post_3, post_4, and post_5 post_id?"",""Is the reach of post_5 in __ PH_1 __ equal to 164790000, impressions equal to 299200000, and saves equal to 3000600?"",""Does __ PH_1 __ 's datasheet contain 7 columns of traffic metrics: reach, impressions, likes, comments, shares, saves, followers_gained?"",""Is the saves value of post_4 equal to 1418600 and the followers_gained value equal to 345200?"",""Is the likes value for post_2 equal to 2135200, the highest of all posts?"",""Is a bar chart created for each traffic metric in __ PH_1 __?"",""Does the post_id classification appear on the X axis of all histograms?"",""Does the title of each bar chart contain the name of the corresponding metric?"",""Is there a total of 7 histograms in __ PH_1 __?"",""Does the output file __ PH_1 __ open properly and read the data?"",""Is the column order in the data table post_id, reach, impressions, likes, comments, shares, saves, followers_gained?"",""Are the shares of post_1 equal to 450440 and the shares of post_5 equal to 449660?"",""Are comments on post_3 equal to 820850 and comments on post_5 equal to 220150?""]","[""Basic Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Process Evaluation"",""Process Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation""]","[{""from"":""post_1.json"",""to"":""Traffic_Metrics_Comparison.xlsx""},{""from"":""post_2.json"",""to"":""Traffic_Metrics_Comparison.xlsx""},{""from"":""post_3.json"",""to"":""Traffic_Metrics_Comparison.xlsx""},{""from"":""post_4.json"",""to"":""Traffic_Metrics_Comparison.xlsx""},{""from"":""post_5.json"",""to"":""Traffic_Metrics_Comparison.xlsx""}]","[{""filename"":""post_5.json"",""stored_relpath"":""data/ec5401fc796822dd_post_5.json""},{""filename"":""post_1.json"",""stored_relpath"":""data/3825dafd3a9bc749_post_1.json""},{""filename"":""post_2.json"",""stored_relpath"":""data/985fc3aff156f333_post_2.json""},{""filename"":""post_3.json"",""stored_relpath"":""data/c89a22f515fac84a_post_3.json""},{""filename"":""post_4.json"",""stored_relpath"":""data/d185c2595b30590b_post_4.json""}]","[""Workspace Exploration"",""Result-Providing Files Utilization"",""Lineage Tracing"",""Semantic Content Relations Understanding""]" +244,Operations Manager,"Based on the 2024 product OKR review report text file, aggregate the core quantitative data of all reports, carry out a comparative analysis according to the three dimensions of the review period, core goal type, and key result completion, sort out the core card points of product OKR promotion, and put forward 3 or more optimization suggestions that can be implemented, and finally generate a 2024_yearproduct_okr_review_data_integration_and_optimization_recommendations_report.pdf, which is saved in the same directory.",medium,"[""2024_year_2_7_monthproduct_version_iteration_analysis_and_documentation_guidelines_recommendations_report.pdf"",""2024_yearproduct_okr_review_data_integration_and_optimization_recommendations_report.pdf""]","[""Is there an analysis report file named \""2024_yearproduct_okr_review_data_integration_and_optimization_recommendations_report.pdf\"" in the output file?"",""Does the analysis report include a summary table summarizing the core data of 5 OKR review reports, including the review number, review period, goal completion, KR completion, overall score and other columns?"",""Are all 5 review report data (OKRR-0001, OKRR-0002, OKRR-0003, OKRR-0004, OKRR-0005) included in the data summary table?"",""Are the 5 logical doubt points in the raw data marked in the analysis report, including OKRR-0003 goal completion 22% score contradiction of 95 points, two reports in Q21, etc.?"",""Did you conduct a comparative analysis by the three dimensions of \""review period, core goal type, and key result completion\""?"",""According to the analysis during the review period, is there a trend of the average goal completion from Q11 to Q41 decreasing from 69% to 22% and the average score increasing from 89 to 95 points?"",""In the analysis by core goal type, does it indicate that the average completion rate of user growth goals is 18.4%, the user retention category is 46.0%, and the product innovation category is 35.8%?"",""In the analysis of the completion of key results, did you point out that 6 of the 15 KRs had a KR completion rate of less than 20%, accounting for 40%?"",""Are there at least 5 core card issues identified in the report, all based on data analysis?"",""Does the report clearly point to the core issue of \""the progressive decline in the completion of the target, and the serious hindrance to the advancement of the user growth target\""?"",""Does the report clearly point to the core issue of \""the scoring criteria are severely distorted, and there is a systematic logical contradiction between the goal completion and the overall score\""?"",""Does the report clearly point to the core issue of \""OKR cycle planning is confusing, and multiple reviews in the same cycle lead to data conflicts\""?"",""Are there at least 5 recommendations in the report that can be implemented and optimized?"",""Does the report contain optimization suggestions for \""establishing a target resource alignment mechanism to crack user growth technology points\""?"",""Does the report contain optimization suggestions for \""establishing a scoring calibration mechanism to clarify completion - scoring correspondence\"" and give specific scoring segmentation criteria?"",""Does the report contain optimization suggestions for \""unified OKR cycle planning and goal-setting rules to eliminate data conflicts\""?"",""Does the report contain recommendations for optimization of the Standardized Target Completion Calculation Method to increase the credibility of the data?"",""Does the report contain optimization suggestions for \""scientifically developing a catch-up plan to set expected improvement goals by completion segment\""?"",""Is the report written in strict accordance with the structure of \""Data Aggregation - Dimension Analysis - Problem Identification - Optimization Recommendations\""?"",""When marking raw data logical suspicious points, are only the suspicious points marked without modifying any original values?""]","[""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Process Evaluation""]","[{""from"":""review_01.txt"",""to"":""2024_yearproduct_okr_review_data_integration_and_optimization_recommendations_report.pdf""},{""from"":""review_02.txt"",""to"":""2024_yearproduct_okr_review_data_integration_and_optimization_recommendations_report.pdf""},{""from"":""review_03.txt"",""to"":""2024_yearproduct_okr_review_data_integration_and_optimization_recommendations_report.pdf""},{""from"":""review_04.txt"",""to"":""2024_yearproduct_okr_review_data_integration_and_optimization_recommendations_report.pdf""},{""from"":""review_05.txt"",""to"":""2024_yearproduct_okr_review_data_integration_and_optimization_recommendations_report.pdf""}]","[{""filename"":""review_01.txt"",""stored_relpath"":""data/d35e93b6ec52fd6e_review_01.txt""},{""filename"":""review_02.txt"",""stored_relpath"":""data/cf6eb4351e2a401c_review_02.txt""},{""filename"":""review_03.txt"",""stored_relpath"":""data/60677447683d1c17_review_03.txt""},{""filename"":""review_04.txt"",""stored_relpath"":""data/8156bd4c4f3b4c26_review_04.txt""},{""filename"":""review_05.txt"",""stored_relpath"":""data/b2bc804235c22d1a_review_05.txt""}]","[""Workspace Exploration"",""Result-Providing Files Utilization""]" +251,Logistics Manager,"Based on 2019yearannual salary management system information_including cover page_basic information table_one-month to twelve-monthmonth salary table_annual salary summary_query_16_worktable_first check the annual salary summary_table for each employee_12_months total wages andmonth salary table for the consistency of the sum of the actual after-tax wages of the corresponding employees_re-statistics Technical Department_Finance Department_Sales Department_Personnel Department_Administration Department_5_departments Total annual salary_per capita annual salary_month Average remuneration and median remuneration_analysis Differences in departmental remuneration levels and employee individual remuneration fluctuations_Finally, a_2019_annual remuneration 2019_Annual_Salary_Analysis_Report.doc containing the check results_departmental remuneration statisticsdata and the difference analysis is generated and saved under/compensation_management/fy2019/analysis report/directory.",medium,"[""2019_Annual_Salary_Analysis_Report.docx""]","[""was the report file 2019_Annual_Salary_Analysis_Report.doc generated successfully and opened normally?"",""Does full_year_salary_management_system_2019.xls contain a total of 16 worksheets, such as the cover page and basic information sheet?"",""Does the report contain annual payroll data validation results for 8 employees?"",""Is the data verification result marked as \""consistent\"" for all 8 employees and the deviation value is 0?"",""Does the report contain salary statistics tables for 5 designated departments: Technical Department, Finance Department, Sales Department, Personnel Department, and Administration Department?"",""Is the total annual remuneration of the Ministry of Technology 332,734.00 yuan, and is the per capita annual remuneration 166,367.00 yuan?"",""Is the total annual remuneration of the Finance Department 282452.00 yuan, and is the per capita annual remuneration 141226.00 yuan?"",""Is the total annual remuneration of the Sales Department 357647.00 yuan and the per capita annual remuneration 178823.50 yuan?"",""Is the total annual remuneration of the Personnel Department 140,519.00 yuan, and is the per capita annual remuneration 140,519.00 yuan?"",""Is the total annual remuneration of the Administrative Department 117875.00 yuan, and is the per capita annual remuneration 117875.00 yuan?"",""Is the average monthly remuneration of the Ministry of Technology 13863.92 yuan and the median remuneration 166367.00 yuan?"",""Is the average monthly remuneration of the Sales Department 14901.96 yuan and the median remuneration 178823.50 yuan?"",""Is the average monthly remuneration of the Administrative Department 9822.92 yuan and the median remuneration 117875.00 yuan?"",""Does the report indicate that the department with the highest annual salary per capita is the Sales Department and the department with the lowest is the Administration Department?"",""Is the maximum interdepartmental per capita remuneration margin reported at $60,948.50, with a difference of 51.71%?"",""Does the annual salary fluctuate by 25,422.00 yuan for employees of the Technology Department?"",""Does the annual salary fluctuation range of the staff in the Finance Department is 19958.00 yuan?"",""Is the annual salary fluctuation of the sales department employee 23937.00 yuan?"",""Is the salary fluctuation range of both the Personnel Department and the Administration Department 0 because there is only one employee?"",""Does the report count a 100% data consistency ratio for all employees?"",""Is the table formatted correctly and includes all required statistical fields (number of employees, annual total, per capita, monthly average, median, maximum, etc.)?"",""Are there three core parts: data consistency check, departmental compensation statistics, and variance analysis?""]","[""Basic Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Process Evaluation""]","[{""from"":""full_year_salary_management_system_2019.xlsx"",""to"":""2019_Annual_Salary_Analysis_Report.docx""}]","[{""filename"":""full_year_salary_management_system_2019.xlsx"",""stored_relpath"":""data/3f39f76b9d803b5c_full_year_salary_management_system_2019.xlsx""}]","[""Workspace Exploration"",""Task-Providing File Utilization""]" +255,Logistics Manager,"A copy of 2019_annualbank_deposit_income_expenditure_analysis_report.md and monthly_cash_flow_trend_table.xls was generated by integrating 12 months of journal data with the basic information on the home page based on the documents related to the 2019 bank deposit journal of the enterprise. The report shall include the annual income and expenditure summary, monthly balance change analysis, and high-frequency counterparty statistics; the trend table shall clearly present the monthly debit/credit amount and balance, and all output files shall be saved in the/financial_analysis/annual_fund_reports directory.",medium,"[""monthly_cash_flow_trend_table.xlsx"",""2019_annualbank_deposit_income_expenditure_analysis_report.md""]","[""Does the 2019 Bank Deposit and Disbursement Analysis Report contain the complete account base information (deposit bank, bank account number, activation date, initial balance, annual target balance), and the base information is completely consistent with the original document home page worksheet. The deposit bank is Industrial and Commercial Bank of China, and the initial balance is 50,000.00 yuan?"",""Does the monthly fund flow trend table contain 12-month data, and includes a total of 7 columns of data: month, opening balance, debit of the month, credit of the month, balance at the end of the month, accumulated debit of the year, and accumulated credit of the year?"",""Is the monthly debit total for the month of January in the monthly fund flow trend table 704587.92 yuan, the total credit amount for the month of January is 395005.14 yuan, and the balance at the end of the month is 153194.26 yuan?"",""Is the monthly debit total for the month of December in the monthly fund flow trend statement 3003582.95 yuan, the monthly credit total for the month is 2431337.67 yuan, and the monthly balance at the end of the month is 427,614.30 yuan?"",""Is the total annual accumulated debit amount of 20067765.53 yuan and the total annual accumulated credit amount of 18964061.43 yuan?"",""Is the annual net income and expenditure equal to the annual accumulated debit minus the annual accumulated credit, and the result is 1103704.10 yuan?"",""Is the year-end balance 427,614.30 yuan and the annual target completion rate 285.08%?"",""Does the report clearly state that the highest income month is December and the maximum debit amount is 3003582.95 yuan?"",""Does the report explicitly state that the highest spending month is December with a maximum credit of $2,431,337.67?"",""Does the report indicate that the minimum balance month is July and the minimum month-end balance is -88845.19 yuan?"",""Does the report indicate that the highest balance month is December and the highest month-end balance is $427,614.30?"",""In the statistics of high-frequency counterparties, does the tax bureau rank first in frequency with 19 transactions and second in frequency with 18 transactions for employee compensation payables?"",""In the list of top 10 high-frequency counterparties, does it include Wuhan XX Building Materials Co., Ltd. 17 times, Hangzhou XX Garment Co., Ltd. 13 times, and Shanghai XX Trading Co., Ltd. 13 times?"",""Does the analysis report include a phased analysis of funding trends in the first half (January-June) and the second half (July-October), pointing out the characteristics of tight funding in the second half?"",""Does the analysis report conclude with four specific optimization recommendations, including staged liquidity risk management, counterparty management, and capital utilization recommendations?"",""Does the analysis report consist of five core chapters in its entirety: Account Basis Information, Annual Summary of Revenue and Expenditure, Analysis of Monthly Balance Changes, High Frequency Counterparty Statistics, Conclusions and Recommendations for Optimization?"",""Does the current year's accumulated debit data in the monthly capital flow trend table meet: December Current year's accumulated debit = November Current year's accumulated debit + December Current month's debit = 17064182.58 + 3003582.95 = 20067765.53?"",""Is the current year's cumulative credit data in the monthly capital flow trend table satisfied: December Current Year's Cumulative Credit = November Current Year's Cumulative Credit + December Current Month's Credit = 16532723.76 + 2431337.67 = 18964061.43?""]","[""Basic Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Process Evaluation"",""Process Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Process Evaluation""]",[],"[{""filename"":""bank_deposit_journal_full_version.xlsx"",""stored_relpath"":""data/2548d913fd9858c1_bank_deposit_journal_full_version.xlsx""}]","[""Workspace Exploration"",""Task-Providing File Utilization""]" +258,Logistics Manager,"Based on the multi-worksheet data related to the production and income and expenditure of the employees of the enterprise, the basic information of the employees, the monthly attendance records, and the borrowing and disbursement flow are integrated,→ and a complete 2021_year_1_2_monthemployee_income_expenditure_settlement_summary_report.xls is generated according to the logic of ""Summary of Attendance Statistics→ Salary Calculation Debit Deduction→ Results"". The report shall include the attendance details, salary composition, debit deduction, and actual paid work of each employee.",medium,"[""2021_year_1_2_monthemployee_income_expenditure_settlement_summary_report.xlsx""]","[""2021_year_1_2_monthemployee_income_expenditure_settlement_summary_report.xls Is the file present and readable?"",""Does the report file contain exactly 3 worksheets named \""Employee Settlement Details\"" \""Job Summary Statistics\"" \""Exception Data Description\""?"",""Does the \""Employee Settlement Details\"" worksheet contain 8 listing headers: Employee Name, Type of Work, January Attendance, February Attendance, Salary Due, Total Debit, Actual Salary, Bank Card Number?"",""Does the \""Job Summary Statistics\"" worksheet contain 7 listing headers: job type, number of employees, average number of days of attendance (January), average number of days of attendance (February), average payable, total debit amount, average actual pay?"",""Does the Exception Data Description worksheet contain 4 list headers: Exception Type, Employee Name, Exception Details, Suggestions for Handling?"",""The source file is actually accounts receivable data, is the data source exception description recorded in the \""Exception Data Description\"" worksheet?"",""Are all worksheet headers bolded to differentiate data areas?"",""Is the output file format XLSX rather than DOCX?"",""If employee data is available, does the Job Summary Statistics correctly count the number of employees grouped by job type?"",""If employee data is available, is the calculation of the average number of days of attendance in the \""Job Type Summary Statistics\"" calculated as the sum of the number of days of attendance for all employees in the job type divided by the number of employees?"",""If there is employee data, does the total debit amount in the \""Job Type Summary Statistics\"" add up to the total debit amount of all employees of the job type, and there is no arithmetic error in the calculation?"",""If employee data is available, is the aggregate sum of all debit records for the two months from January to February correctly aggregated?"",""Has the column width of all worksheets in the output file been adjusted appropriately to ensure that the header text is displayed in its entirety?"",""Did you follow the processing order of \""Attendance Statistics→ Salary Calculation→ Debit Deduction→ Result Summary\"" according to the task logic?"",""Whether the output file contains all the specified core fields without missing them."",""The chart shows whether the data is consistent with the original calculation results without distortion.""]","[""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation""]","[{""from"":""2021_yearemployee_production_and_income_expenditure_master_sheet.xlsx"",""to"":""2021_year_1_2_monthemployee_income_expenditure_settlement_summary_report.docx""}]","[{""filename"":""2021_yearemployee_production_and_income_expenditure_master_sheet.xlsx"",""stored_relpath"":""data/3180b69c41a23331_2021_yearemployee_production_and_income_expenditure_master_sheet.xlsx""}]","[""Workspace Exploration"",""Task-Providing File Utilization""]" +266,Backend Developer,"Extract the relevant transaction data of the company's top five customers and top five suppliers from the annual report file of Shengye Electric, summarize the transaction amount and revenue/procurement ratio information corresponding to each entity, analyze the upstream and downstream business concentration of the enterprise and the dependence of customers and suppliers, complete the comparison analysis of the upstream and downstream cooperation structure, and generate special analysis reports.",medium,"[""shengye_electric_2024_upstream_downstream_customer_supplier_analysis.docx""]","[""Is the shengye_electric_2024_upstream_downstream_customer_supplier_analysis.doc file generated correctly?"",""Accurately locate and read the Shengye Electric 2024 annual report file under the annual report information directory?"",""Do you accurately identify the top five customers and the top five suppliers in two independent data sections in the annual report?"",""Is it correct to extract 18.74% of the total sales of the top five customers?"",""Is it correct to extract 50.53% of the total purchase amount of the top five suppliers?"",""Based on the total operating income of 633,947,095.38 yuan, is the total sales of the top five customers about 119 million yuan?"",""Based on the total operating cost of 478,622,475.85 yuan, is the total purchase amount of the top five suppliers about 242 million yuan?"",""Does the report include a clear comparison table showing the proportion, amount, and concentration level of the top five customers and the top five suppliers?"",""Does the analysis clearly indicate that 18.74% of customer concentration is moderate and there is no risk of significant customer dependency?"",""Does the analysis clearly indicate that the supplier concentration of 50.53% is at a high level, and there is a certain risk of supplier dependence?"",""Have you analyzed the advantages of low customer concentration for the company's operations: reduced operational risk, healthy customer structure, and improved resilience?"",""Has the potential risk of high supplier concentration to the company been analyzed: amplification of price volatility impact, supplier issues impacting overall production?"",""Do you have specific suggestions for improving the high concentration of suppliers: diversifying suppliers, establishing long-term partnerships, strengthening price risk management?"",""Is the report structure complete: report overview, business overview, data extraction, comparative analysis, concentration analysis, and conclusions and recommendations?"",""Are all the extracted percentages fully consistent with the original 18.74% and 50.53% of the Shengye Electric 2024 Annual Report?"",""Is it clear that the annual report only discloses aggregated data and does not disclose specific information about individual customers/suppliers?"",""Have you come to the conclusion that Shengye Electric presents the upstream and downstream structural characteristics of scattered downstream customers and concentrated upstream suppliers?"",""Are there no data calculation errors, wording errors, or information reference errors in the report?"",""Is the analysis conclusion objectively based on the annual report data, and is the logical derivation reasonable?"",""Is the report document in a standardized format, with clear typography, and can it be opened and read normally?""]","[""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"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation""]","[{""from"":""shengye_electric_2024_annual_report.pdf.docx"",""to"":""shengye_electric_2024_upstream_downstream_customer_supplier_analysis.docx""}]","[{""filename"":""shengye_electric_2024_annual_report.pdf.docx"",""stored_relpath"":""data/56c122bdc19f1c41_shengye_electric_2024_annual_report.pdf.docx""}]","[""Workspace Exploration"",""Task-Providing File Utilization""]" +267,Logistics Manager,"Extract relevant information such as the total number of employees, the composition of educational qualifications, the number of R&D personnel, and the number of patents held from the designated annual report data of Shengye Electric, regulate the above human resources and R&D related data into clear statistical tables, and form the corresponding statistical report file.",easy,"[""shengye_electric_2024_upstream_downstream_customer_supplier_analysis.docx""]","[""Is the output file named \""shengye_electric_2024_upstream_downstream_customer_supplier_analysis.doc\"" and the file format is docx with no file name errors?"",""Is the total number of employees in the output form accurately extracted as 907, consistent with the original annual report?"",""Is the number of R&D personnel in the output form accurately extracted as 98, consistent with the original annual report?"",""Is the total number of patents held in the output table accurately extracted as 79, consistent with the original annual report?"",""Is the number of invention patents in the output table accurately extracted as 9, consistent with the original annual report?"",""Is the number of new invention patents added in 2024 accurately extracted to 3 in the output table, consistent with the original annual report?"",""Is the amount of R&D investment accurately recorded in the output form as 26,478,113.31 yuan, which is consistent with the original annual report?"",""Is the ratio of R&D investment to revenue in the output table accurately recorded as 4.18%, consistent with the original annual report?"",""Does the output file present all extracted data in a table with clear headers (statistical indicators, specific values, units, notes)?"",""Is it clearly stated in the output file that the academic qualification composition information is not disclosed in the annual report, and there is no false fabrication of academic qualification data?"",""Is the calculated ratio of R&D personnel to the total number of employees 10.80% (98 ÷ 907 ≈ 10.80%), and the calculation results are accurate?"",""Does the output file indicate that the data is from the 2024 annual report of Shengye Electric, and the data source is clear?"",""Is the output file layout neat and standardized, the table is neatly aligned, and there are no problems with formatting and reading?"",""Are all the data extracted from the annual report information provided, with no external data introduction or data compilation?"",""Does the output file contain only the human resources and R&D-related statistics required by the task, without too much redundant information?"",""Can the generated docx file be opened normally, without problems such as file corruption, garbled encoding errors, etc., affecting reading?""]","[""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Process Evaluation"",""Outcome Evaluation""]","[{""from"":""shengye_electric_2024_annual_report.pdf.docx"",""to"":""shengye_electric_2024_upstream_downstream_customer_supplier_analysis.docx""}]","[{""filename"":""shengye_electric_2024_annual_report.pdf.docx"",""stored_relpath"":""data/56c122bdc19f1c41_shengye_electric_2024_annual_report.pdf.docx""}]","[""Workspace Exploration""]" +269,Operations Manager,"Generate a complete 2024_year_12_monthcustomer_reconciliation_analysis_report.doc based on sales-related data in the business system, combined with basic product information, customer profiles, shipping records, return records, shipping details, and payment flow. The report needs to include a summary of each customer's shipment amount, return amount deduction, freight allocation, payment statistics and balance at the end of the period, and associate the corresponding business document number for traceability, and finally save the report to the/sales management/monthly reconciliation catalog.",medium,"[""2024_year_12_monthcustomer_reconciliation_analysis_report.docx""]","[""2024_year_12_monthcustomer_reconciliation_analysis_report.doc Does it include an overview of the report, clearly labeling the reporting period as 1 December 2024 to 31 December 2024?"",""Does the overall summary statistics table in the report show a total shipment amount of 1,309,880.00 yuan and a total number of 21 shipping orders?"",""Does the overall summary statistics table in the report show that the total return amount is 70,800.00 yuan and the total number of return orders is 1?"",""Does the overall summary statistics table in the report show a total freight amount of 27,959.23 yuan and a total number of 10 shipping orders?"",""Does the overall summary statistics table in the report show that the total amount paid is 4,204,771.67 yuan and the total number of payments is 5 orders?"",""Does the overall summary statistical table in the report show a total balance of -2,937,732.44 yuan at the end of the period?"",""Does the customer reconciliation statement contain reconciliation data for 4 customers: customer A, customer B, customer C, and customer D?"",""Is the shipment amount remittance of customer A always 179,000.00 yuan in the customer reconciliation statement, and is the outstanding balance at the end of the period -624,931.70 yuan?"",""Does Customer B always send $550,740.00 in the Customer Reconciliation Statement, and does the outstanding balance at the end of the period amount to $ -307,020.37?"",""Does the report provide a detailed business document traceability for each customer, including the specific number of the shipping order, return order, freight bill, payment order?"",""Does the customer's business document retroactively include the shipping order number FH20241204002, freight bill number YF20241204627, payment order number FK20241229184?"",""Does the customer's business document retroactively include the return order number TH20241205506?"",""Does the report clearly indicate each customer's shipment amount, return deduction, freight apportionment, paid amount, and outstanding amount at the end of the period?"",""Does the report contain an exception data check section and the result of this reconciliation is marked as no exception data found?"",""Does the report clearly state the reconciliation formula: Balance owed at the end of the period = amount owed at the beginning of the period + summary of shipment amount + freight allocation - return amount deduction - paid?"",""Does the report list all data source worksheets, including product information, customer information, shipping orders, return orders, freight orders, customer payment orders?"",""Does customer C's freight share of all customer data amount to 3,078.95 yuan, and has the payment amounted to 548,892.23 yuan?"",""Is the customer's freight allocation 7,464.76 yuan and has the payment been 1,976,771.85 yuan?""]","[""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation""]","[{""from"":""2024_yearfull_sales_operations_datadata.xlsx"",""to"":""2024_year_12_monthcustomer_reconciliation_analysis_report.docx""}]","[{""filename"":""2024_yearfull_sales_operations_datadata.xlsx"",""stored_relpath"":""data/465e3d852589364e_2024_yearfull_sales_operations_datadata.xlsx""}]","[""Workspace Exploration"",""Result-Providing Files Utilization""]" +274,Logistics Manager,"Generate a monthly employee salary accounting and production quality analysis report based on the basic employee information, process records, and nonconforming product data in the production enterprise piecework wage management system. It is necessary to link multi-dimensional data such as employee personal information, process details, and nonconforming records, calculate the actual salary payable for each employee (after deducting the impact of nonconforming products), analyze the production efficiency and quality level of each department, and generate a Markdown report containing data tables and statistical conclusions, and save it to the/production_management/payroll/directory.",medium,"[""monthly_employee_salary_and_production_quality_analysis_report.docx""]","[""was the report file monthly_employee_salary_and_production_quality_analysis_report.doc generated successfully and opened normally?"",""Does the report include personal payroll results for all 8 employees in its entirety?"",""Does the employee salary calculation form contain a total of 12 columns of data on employee number, employee name, department, position, total completed amount, total completed amount, total unqualified amount, rejection rate, actual amount (yuan), royalty rate, actual royalty (yuan), and actual payable (yuan)?"",""Is the disqualification rate of Zhang San (employee number 1) calculated as 1.61%, and should it actually be issued as 4352.95 yuan?"",""Is the disqualification rate of Li Si (employee number 2) calculated as 2.94%, and should it actually be issued as 9321.84 yuan?"",""Is the total unqualified quantity of Qianqi (employee number 5) 2, is the unqualified rate 0.33%, and should the actual amount be 10467.27 yuan?"",""Does the report contain summary statistics for 3 departments, namely Production 1, Production 2, and Production 3?"",""Is the total output of the second production department 1292 pieces, is the total output value 18278.1 yuan, is it the sector with the highest gross output value of the three departments?"",""Is the qualified rate of the production part 3 98.21%, and the highest is the production part 2?"",""Is the qualified rate of production one part 96.35%, and the minimum is production three parts?"",""Is the total number of nonconforming products across the company 63?"",""Is the average company-wide pass rate 97.51%?"",""Does the report include a statistical table of the distribution of nonconformity reasons, listing the number of nonconformities corresponding to each reason?"",""Is the main reason for nonconformity is poor size, and is the number of nonconformities 18 pieces, accounting for 28.6%?"",""Is the payroll calculation logic clearly stated in the report: actual amount = total completed amount × (1 - rejection rate/production_management/payroll/), actual royalty = actual amount × royalty rate (%)?"",""Has the employee information table, process record schedule, nonconformance schedule, and employee commission summary table been linked through the employee number in the report?"",""Is there a clear analysis conclusion in the report, consisting of two parts: a production efficiency analysis and a quality level analysis?"",""Are there recommendations in the report to strengthen quality control for departments with the lowest pass rates?"",""Are there process optimization and training recommendations for the top reasons for nonconformity in the report?"",""Is the total output of the department in the calculation results consistent with the data in the production statistical analysis table, with a total production of 905 pieces, 1292 pieces in the production of the second part, and 335 pieces in the production of the third part?""]","[""Basic Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation""]","[{""from"":""manufacturing_enterprise_piece_rate_wage_management_system_complete_data.xlsx"",""to"":""monthly_employee_salary_and_production_quality_analysis_report.docx""}]","[{""filename"":""manufacturing_enterprise_piece_rate_wage_management_system_complete_data.xlsx"",""stored_relpath"":""data/41f286f4197a036f_manufacturing_enterprise_piece_rate_wage_management_system_complete_data.xlsx""}]","[""Workspace Exploration"",""Task-Providing File Utilization"",""Result-Providing Files Utilization""]" +276,Logistics Manager,"Based on the core information such as business_trip_summarysummaryreport.txt business_trip_summary_21.txt business_trip_summary_22.txt business_trip_summary_23.txt business_trip_summary_24.txt documents_extract_traveler_expenses_trip_results_generated by/desktop/manage/travel_management/summary_reports/according to the dimension summarystatistics, saved under the desktop.",easy,"[""business_trip_summarysummaryreport.txt""]","[""Is the output file/desktop/manage/travel_management/summary_reports/and is it readable?"",""Does the report include three core dimensions: basic business trip information, expense breakdown, and business trip results?"",""Does the basic information sheet contain 5 travel records, corresponding to the five report numbers SR-021 to SR-025?"",""Is the total number of travelers in the basic information summary 5 people, the total trip length is 20 days, and the average trip length is 4 days/person?"",""Is the total cost of the 5 travelers, transportation, lodging, food and beverages, and other expenses fully included in the cost breakdown?"",""Is the total cost of travel ¥607000, the total cost of transportation ¥215000, and the total cost of accommodation ¥139000?"",""Does the total cost of food and beverages total ¥90,000, and other costs total ¥31,000?"",""Does the cost analysis average ¥121400 per traveler and ¥30350 per traveler per day?"",""Does the Business Trip Outcome Sheet include the full number of opportunities, intentions, and information gathered by the 5 business travelers?"",""Are there 15 total sales opportunities, 18 total cooperation intentions, and 50 total information collection in the total business trip results?"",""Is the average number of sales opportunities per person in the results analysis 3/person, and the average number of information collected per person is 10/person?"",""Is the total trip 20 days clearly stated in the overall conclusion, with a total cost of 607,000 yuan?"",""Are 15 sales opportunities, 18 intentions to collaborate, and 50 information collections clearly stated in the overall conclusion?"",""Accurately extracted information for employee 2: Travel city 2, 2 days trip, total cost ¥141000?"",""Did you accurately extract the information for employee 3: ¥56000 for transportation, ¥27000 for accommodation, and 1 sales opportunity?"",""Have you accurately extracted the information of employee 4: the total cost is ¥85000, the food and beverage cost is ¥22000, and the cooperation intention is 2?"",""Does the report include an analysis of the proportion of expenses, clearly indicating that transportation costs account for 35.42%?"",""Are all 5 source files fully extracted and missing?"",""Expense ratio Are all the calculated values accurate and account for 100% of the total?"",""Does the generated summary report open properly without formatting or missing content?""]","[""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Basic Evaluation""]","[{""from"":""business_trip_summary_21.txt"",""to"":""business_trip_summarysummaryreport.txt""},{""from"":""business_trip_summary_22.txt"",""to"":""business_trip_summarysummaryreport.txt""},{""from"":""business_trip_summary_23.txt"",""to"":""business_trip_summarysummaryreport.txt""},{""from"":""business_trip_summary_24.txt"",""to"":""business_trip_summarysummaryreport.txt""},{""from"":""business_trip_summary_25.txt"",""to"":""business_trip_summarysummaryreport.txt""}]","[{""filename"":""business_trip_summary_21.txt"",""stored_relpath"":""data/0ca840df6b699c51_business_trip_summary_21.txt""},{""filename"":""business_trip_summary_22.txt"",""stored_relpath"":""data/2bc72a836c4496c7_business_trip_summary_22.txt""},{""filename"":""business_trip_summary_23.txt"",""stored_relpath"":""data/5af4603f48b00124_business_trip_summary_23.txt""},{""filename"":""business_trip_summary_24.txt"",""stored_relpath"":""data/be307421c11f9392_business_trip_summary_24.txt""},{""filename"":""business_trip_summary_25.txt"",""stored_relpath"":""data/d1a174d894d27ba7_business_trip_summary_25.txt""}]","[""Workspace Exploration""]" +277,Operations Manager,"Based on the documents of the clothing sales management system, five types of core business data including sales transactions, personnel performance, product files, purchase details, and personnel information are extracted. Through data cleaning, cross-table correlation, and index calculation, two output files are generated: a Markdown format operation analysis report containing overall overview, personnel analysis, product analysis, purchase analysis, and operation recommendations, and an Excel format data summary table containing sales personnel performance, product sales summary, department performance, product profitability, and core indicators. All output files are uniformly saved to/under the clothing retail/raw_data/sales_management month operation analysis directory.",medium,"[""apparel_sales_management_system_2018_year_8_monthoperations_analysisreport.md"",""apparel_sales_august_data_summary.xlsx""]","[""Is the total sales in the operational analysis report 1233140.00 yuan?"",""Is the total number of sales orders in the operational analysis report 66 orders?"",""Is the total number of sales in the operational analysis report 4,285?"",""Is the consolidated gross profit margin in the operational analysis report 29.81%?"",""Is the number of sales participants in the operational analysis report 10?"",""Does the Excel Datasheet Core Metrics Worksheet contain 11 metric records?"",""Is the Sales Performance worksheet included in the Excel data summary table in descending order by sales?"",""Are departmental performance summary worksheets included in Excel data summary sheets?"",""Does the Excel data summary table include a product sales summary worksheet?"",""Is Zhou Jing the first in the total sales in the sales performance table, and is the sales volume greater than 200,000 yuan?"",""Is the total sales of one of the sales in the department performance summary higher than the other departments?"",""Is the sales contribution of the top 5 products in the product analysis more than 50% of the total sales?"",""Is there an indication of the number of undersold items in the report?"",""Does the report contain operational recommendations in four areas: people management, commodity strategy, inventory management, and performance improvement?"",""Does the gross profit margin calculation for each commodity in the commodity profit analysis retain two decimal places?"",""Does the purchase classification statistics contain purchase information for 5 commodity categories?"",""Are sales transactions, personnel performance, product files, purchase details, and personnel information fully extracted?"",""Have all 66 active sales records been retained after data cleansing, with no missing amount and date records removed?""]","[""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Process Evaluation""]","[{""from"":""apparel_sales_management_system.xlsx"",""to"":""apparel_sales_august_data_summary.xlsx""},{""from"":""apparel_sales_management_system.xlsx"",""to"":""apparel_sales_management_system_2018_year_8_monthoperations_analysisreport.md""},{""from"":""apparel_sales_august_data_summary.xlsx"",""to"":""apparel_sales_management_system_2018_year_8_monthoperations_analysisreport.md""}]","[{""filename"":""apparel_sales_management_system.xlsx"",""stored_relpath"":""data/9372683673dd8dc1_apparel_sales_management_system.xlsx""}]","[""Workspace Exploration"",""Result-Providing Files Utilization""]" +278,Operations Manager,"Based on the analysis_of the core information_such as data category_key indicator values_classified by data type statistics_check datacomplete_no missing key fields_and including indicators such as the total number of commodity categories_total purchase quantity_total purchase amount, etc., the analysisreport file inventory_sales_purchase_data_analysis_report.md containing the results of datastatistics and the conclusion of the comprehensive verification is generated and saved to the/operation data statistics directory.",medium,"[""inventory_sales_purchase_data_analysis_report.md""]","[""inventory_sales_purchase_data_analysis_report.md Was the file successfully generated and the content fully readable?"",""Does the data overview section of the report correctly state that the data source is the data of the purchase and sale inventory management system, and the statistical cycle is 2017?"",""Did the report correctly identify 6 data tables (data overview, commodity information statistics, purchase statistics, sales statistics, inventory statistics, customers and suppliers) and count the number of valid data rows for each table? The results were: data overview 3 rows, commodity information statistics 11 rows, purchase statistics 11 rows, sales statistics 11 rows, inventory statistics 11 rows, customers and suppliers 4 rows?"",""Is the total number of products correctly counted in the commodity information statistics table as 11, including 1 mobile phone, 1 computer, and 9 notebooks?"",""Is it correctly given in the commodity information statistics that the purchase unit price range is 4800 ~ 5000 yuan and the sales unit price range is 5248 ~ 5588 yuan?"",""Is it correct to count the total purchase quantity of 160 pieces and the total purchase amount of 680850 yuan in the purchase statistics?"",""In the purchase statistics, are the suppliers correctly distributed as 1 commodity of XX Technology and 10 commodities of XX Electronics?"",""Is it correct to count in the sales statistics that the total number of sales is 52, the total sales amount is 277116 yuan, and the total net profit is 24976 yuan?"",""Is it correct in the sales statistics to point out that the number of sales of CPA010 and CPA011 is 0, and there is no sales record?"",""Is it correctly recorded in the inventory statistics that the current total inventory quantity is 113 pieces, of which 73 pieces are in stock for 9 kinds of normal sales items and 40 pieces are in stock for 2 kinds of unsold items?"",""Is it correct in the inventory statistics to point out that the undersold items are CPA010 and CPA011, with 20 pieces in stock each?"",""Are 2 customers and 2 suppliers correctly counted in the table of customers and suppliers?"",""Does the consistency check section check all 11 items one by one and verify that all items meet the \""Inventory Quantity = Purchased Quantity - Sales Quantity\"", and all the data are consistent?"",""Is the data integrity check part correctly stated that the number of missing values in all key fields of all 5 business data tables in this analysis is 0, and the data integrity rate is 100%?"",""Does the summary table of core business indicators include a total of 12 indicators: the number of product categories, the total number of purchases, the total purchase amount, the total sales amount, the total sales amount, the total net profit, the current total inventory, the number of unsold goods, the proportion of unsold inventory, the number of customers, the number of suppliers, and the data completion rate?"",""Is the proportion of slow-moving inventory in the summary of core indicators correctly calculated to be 35.4%?"",""Does the Summary and Suggestions section point out that 2 notebook items are under-sold, accounting for 35.4% of the total inventory, and it is recommended to promote the clearance of inventory?"",""Summary and recommendations Did you mention that mobile phone category 1 contributed 28.2% of the total net profit, suggesting to increase the richness of mobile phone category?"",""Does the report follow a similar structure of \""Data Overview - Core Information for Each Data Sheet - Data Consistency Check - Integrity Check - Summary of Core Indicators - Summary Recommendations\"" with a clear hierarchy?"",""Does the reporting format have a clear hierarchy of titles and use tables to present statistical results?""]","[""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Basic Evaluation""]","[{""from"":""inventory_sales_purchase_data.xlsx"",""to"":""inventory_sales_purchase_data_analysis_report.md""}]","[{""filename"":""inventory_sales_purchase_data.xlsx"",""stored_relpath"":""data/8bf8772dfe2f0776_inventory_sales_purchase_data.xlsx""}]","[""Workspace Exploration"",""Result-Providing Files Utilization""]" +281,Researcher,"From the full text of Kaima's 2021 annual statement, locate discrete chapters such as ""Operational Discussion and Analysis"", ""Consolidated Income Statement and Notes"", ""Subsidiary Operational Information"", ""Risk Alerts"", ""Production and Marketing Data Disclosure"" (need to identify chapter relevance through semantic correlation, rather than relying on explicit catalogues), complete the following analysis and generate a report: Revenue Structure Analysis: Extract the revenue proportion of each product/business line, regional revenue distribution, Cite the income statement data and the notes, embed the business line description text; interpret the production and marketing data: collate the production, sales, and inventory data of the main products, combine the analysis of the matching degree of production and marketing in the ""business discussion"", and verify the production and marketing logic through contextual correlation (corresponding to time and product model); profit and loss of subsidiaries: extract the revenue and net profit of the core subsidiaries from the ""long-term equity investment"" and ""subsidiary situation"" chapters, and analyze the profit/loss of subsidiaries to the parent company as a whole. Impact of performance; Risk assessment: classify and sort out market risk, operational risk, financial risk, related revenue decline, cash flow shortage and other data to form risk conduction analysis; Comprehensive conclusion generation: derive new knowledge based on the above analysis (such as ""revenue depends on heavy-duty vehicle business, and the decline in sales of this business causes overall revenue pressure""), and finally form a structured and fully supported Markdown format analysis report, which is archived on the designated desktop.",medium,"[""kaima_b2021annualoperations_in_depthanalysisreport.md.md""]","[""Is the report file saved in Markdown format with a clear multi-level header structure (at least 5 + first-level headers)?"",""Is the total operating income disclosed in the report for 2021 3987,968,708.00 yuan (about 3.988 billion yuan), and is the attributable net profit - 178,151,998.89 yuan?"",""Does the report accurately list the operating income of trucks, internal combustion engines, trade and other three major products as 3.109 billion yuan, 718 million yuan and 205 million yuan, respectively?"",""Does the report accurately calculate that truck revenue accounts for 80.73% and internal combustion engine accounts for 18.62%?"",""Does the production and sales data section accurately list the output of trucks: 69,619 units, sales: 68,729 units, inventory: 4,783 units, the output of internal combustion engines: 265,839 units, sales: 253,277 units, and inventory: 56,129 units?"",""Does the production and marketing analysis part calculate that the production and sales rate of trucks is 98.72%, and the production and sales rate of internal combustion engines is 95.27%?"",""In the overall vehicle sales structure, is it accurate to list 640 units (-57.30% year-on-year), 26855 units of light trucks (-21.48% year-on-year), and 41234 units of micro cards (+51.43% year-on-year)?"",""Does the subsidiary part accurately list the net profit of Shandong Kaima Automobile - 83.43 million yuan, Huayuan Laidong - 73.5 million yuan, Wuxi Kaima + 10.6 million yuan, Nanchang Kaima - 33.27 million yuan?"",""Does the subsidiary analysis section point out that 3 of the four core subsidiaries have losses, with a total loss of 19.02 million yuan, and only 1 is profitable?"",""Does the subsidiary analysis part indicate that the net loss of the core subsidiary is about 180 million yuan, which is basically consistent with the parent company's attributable net profit of -178 million yuan?"",""Is the risk classification part clearly divided into three categories: market risk, operational risk, and financial risk?"",""Did the risk assessment mention the risk of an inventory backlog of 56,129 internal combustion engines at the end of the period, accounting for 22.16% of annual sales?"",""Was it mentioned in the risk assessment that the net operating cash flow in 2021 was 251 million yuan, and monetary funds decreased by 288 million yuan from the previous year, a decrease of 35.21%?"",""Does the risk conduction analysis tease out a complete conduction path from downward market demand to operating losses to cash flow constraints?"",""Does the comprehensive conclusion section point out that the company's revenue is 80.73% dependent on the trucking business, and the single product structure has a weak ability to resist risks?"",""Does the report include a data traceability section at the end of the report to clarify each data source?"",""Does the report show revenue data by quarter, indicating that revenue in the fourth quarter was only 57% of the second quarter, indicating weak demand in the second half of the year?"",""Does the report state that Nanchang Kaima has a net asset of -12.2 million yuan, is insolvent, and is a non-performing asset?"",""Does the report mention a total of 997 million yuan in restricted assets, including 386 million yuan in financing margin and 48 million yuan in frozen funds?"",""Is the analysis logic consistent, such as the mismatch between the production and sales of internal combustion engines and the logic of the loss of the subsidiary Huayuanlai Dynamics?"",""Does the report fully cover the five required modules of revenue structure analysis, production and marketing data interpretation, profit and loss combing of subsidiaries, risk assessment, and comprehensive conclusion generation?""]","[""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Outcome Evaluation""]","[{""from"":""kaima_b_2021_annualannual_report.xlsx"",""to"":""kaima_b2021annualoperations_in_depthanalysisreport.md.md""}]","[{""filename"":""kaima_b_2021_annualannual_report.xlsx"",""stored_relpath"":""data/5def9abaa38d55b8_kaima_b_2021_annualannual_report.xlsx""}]","[""Task-Providing File Utilization"",""Lineage Tracing"",""Semantic Content Relations Understanding""]" +284,Operations Manager,Please extract the_8_items of work_that have been completed this week from the work_plan and organize them into a plain text list_output as weekly_completed_work_checklist.txt.,medium,"[""weekly_completed_work_checklist.txt""]","[""Generate weekly_completed_work_checklist.txt successfully?"",""Does the output file contain exactly 8 pieces of work that have been completed this week?"",""Article 1 Is the work content accurately \""website homepage content update and maintenance\""?"",""Article 2 Is the work content accurate for \""Completing and publishing 3 industry soft articles\""?"",""Article 3 Is the content of the work accurately \""forum promotion post publishing and interactive maintenance (5 forums)\""?"",""Article 4 Is the work content accurately \""QQ group user operation and demand collection\""?"",""Article 5 Is the content of the work accurately \""friendly link exchange (3 new ones)\""?"",""Article 6 Is the work content accurate as \""website data statistics and analysis this week\""?"",""Article 7 Is the content of the work accurately \""planning the first draft of the promotion next week\""?"",""Article 8 Is the work content accurate for \""Taobao U station activity platform free registration\""?"",""Is the output file in plain text format, with each piece of work on a separate line?"",""Whether the output file uses the format of digits plus English dots (1.2....) for each job number?"",""Does the output list not contain any work from next week's work plan?"",""Are all work contents exactly the same as the description in the \""This Week's Work Content\"" area in general_weekly_work_plan.xls?"",""Does each piece of work retain all of the information (including brackets) in the original description in its entirety?"",""Is there an extra blank line or irrelevant caption in the document?"",""Are all 8 jobs extracted from this week's work content area and not mixed into next week's work plan?""]","[""Basic Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Process Evaluation""]","[{""from"":""work_plan_taobao_quarterly_operations_plan_template.xlsx"",""to"":""general_weekly_work_plan.xlsx""},{""from"":""monthly_mandatory_metrics.xlsx"",""to"":""general_weekly_work_plan.xlsx""},{""from"":""general_weekly_work_plan.xlsx"",""to"":""detailed_weekly_report.xlsx""},{""from"":""general_weekly_work_plan.xlsx"",""to"":""weekly_promotion_collaboration_plan_name.xlsx""}]","[{""filename"":""_work_plan_taobao_quarterly_operations_plan_template.xlsx"",""stored_relpath"":""data/e72c938c76a6a63a__work_plan_taobao_quarterly_operations_plan_template.xlsx""},{""filename"":""general_weekly_work_plan.xlsx"",""stored_relpath"":""data/c082e63cc314a7bc_general_weekly_work_plan.xlsx""},{""filename"":""detailed_weekly_report.xlsx"",""stored_relpath"":""data/8c12ec042709334a_detailed_weekly_report.xlsx""},{""filename"":""monthly_mandatory_metrics.xlsx"",""stored_relpath"":""data/7bb4b62f79e736a5_monthly_mandatory_metrics.xlsx""},{""filename"":""weekly_promotion_collaboration_plan_name.xlsx"",""stored_relpath"":""data/a8d2d60cd580d363_weekly_promotion_collaboration_plan_name.xlsx""}]","[""Workspace Exploration""]" +286,Backend Developer,"Based on a total of 5 duplicate test files IntegrationTest_1.java~IntegrationTest_5.java in the integration test, first analyze the semantic association of the file content (all are /api/v1/entities endpoint CRUD tests), extract the general logic abstraction into the BaseEntityIntegrationTest base class (derived new abstract class files); secondly, 5 Allocate differentiated test dimensions (forward process/boundary value/abnormal scenario/concurrency/data consistency) to each test class, supplement corresponding test cases and implement data isolation, timeout assertion, request header verification; finally generate a complete refactored test code package (including base class + 5_differentiated test classes_output is EntityIntegrationTest_Suite.txt Save it to the /test case/refactoring results/ directory, and generate test_refactoring_notes.txt at the same time, clarifying the responsibilities of each test class, use case coverage, and reference relationships between files (code references of base class → subclass).",medium,"[""EntityIntegrationTest_Suite.txt"",""test_refactoring_notes.txt""]","[""Does EntityIntegrationTest_Suite.txt contain the BaseEntityIntegrationTest abstraction base class, which includes MockMvc injection, the base_path constant, the generateTestId method, the getRequestWithHeaders method, the assertResponseTime method, and 5 generic CRUD methods?"",""Does EntityIntegrationTest_Suite.txt contain a total of 6 complete Java class files (1 base class + 5 test subclasses)?"",""Are two abstract methods setupTestData and cleanupTestData defined in BaseEntityIntegrationTest to reserve extension interfaces for subclasses?"",""Did all request methods add X-Request-ID and Content-Type request headers via getRequestWithHeaders?"",""Are all responses asserting a response time ≤ 500ms via assertResponseTime?"",""Does IntegrationTest_1 inherit from BaseEntityIntegrationTest and is responsible for forward process testing, including no less than 4 forward test cases?"",""Does IntegrationTest_2 inherit BaseEntityIntegrationTest, and the responsibility is boundary value testing, including 6 boundary test cases with empty name, maximum length name, overlong name, ID 0, overlarge ID, and special characters?"",""Does IntegrationTest_3 inherit BaseEntityIntegrationTest, and the responsibility is exception scenario testing, including non-existent ID query, invalid JSON, missing required fields, illegal status, duplicate deletion, update non-existent, missing Content-Type A total of 7 exception test cases?"",""Does each test case dynamically generate a unique test ID by combining the generateTestId with the UUID to achieve data isolation between tests?"",""test_refactoring_notes.txt Is the inheritance reference relationship diagram of base class → subclass \""1 to 5\"" clearly described?"",""test_refactoring_notes.txt Are the responsibilities and complete use case list of each test class clearly marked?"",""test_refactoring_notes.txt Does the table list the three engineering optimization points of data isolation, timeout assertion, and request header verification?"",""Does the concurrent test method for IntegrationTest_4 have a 3000ms timeout wait set and an assertion success rate of ≥ 95%?"",""Does the count consistency test of IntegrationTest_5 verify that the total number increases by N after N entities are created, and the original value is restored after deletion?"",""Have all five test subcategories removed the original duplicate code, leaving only differentiated test cases and no code redundancy?"",""Do generic CRUD methods for base class encapsulation (createEntity, getEntityById, getAllEntities, updateEntity, deleteEntity) each include a response time assertion?"",""test_refactoring_notes.txt Has the original question been recorded: 5 copies of completely duplicated code, and the code volume is reduced by about 60% after refactoring?"",""Are all the code guide packages in EntityIntegrationTest_Suite.txt complete and grammatically correct and can be compiled with mvn test?""]","[""Outcome Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Outcome Evaluation""]",[],"[{""filename"":""IntegrationTest_1.java"",""stored_relpath"":""data/3af943bc3d3e41d8_IntegrationTest_1.java""},{""filename"":""IntegrationTest_2.java"",""stored_relpath"":""data/d2ab233b9c869033_IntegrationTest_2.java""},{""filename"":""IntegrationTest_3.java"",""stored_relpath"":""data/a25d3a9d6258e64d_IntegrationTest_3.java""},{""filename"":""IntegrationTest_4.java"",""stored_relpath"":""data/2933c0d23f10c815_IntegrationTest_4.java""},{""filename"":""IntegrationTest_5.java"",""stored_relpath"":""data/5bd555fe4f9d337b_IntegrationTest_5.java""}]","[""Workspace Exploration"",""Task-Providing File Utilization"",""Lineage Tracing"",""Semantic Content Relations Understanding""]" +287,Operations Manager,"Please generate a complete quarterly_operations_execution_overview_report.md based on the document in work_plan_and automatically link short-term plan_weekly report data_monthly metrics_promotion cooperation_quarterly plan_through content understanding, and mark the document blood relationship of each data source.",hard,"[""quarterly_operations_execution_overview_report.md""]","[""Is the output file quarterly_operations_execution_overview_report.md?"",""Does the report contain Chapter 2 'Overall Quarterly Targets', in which the quarterly sales target is 1 million yuan, which is broken down into 300,000 yuan in October, 400,000 yuan in November, and 300,000 yuan in December?"",""Does the report contain Chapter 3 'Monthly Hard Indicators', in which the paid promotion ROI target value is more than 1: 3, the current completion value is 1: 3.2, and the completion rate is 106.7%?"",""In Chapter 3 of the report, Google PR value target PR4, complete PR4, is the completion rate 100%?"",""Does the report include Chapter 4 'Work Completion This Week (W42)' with 85 new registered members this week, up 12% sequentially?"",""In the fourth chapter of the report, is the completion rate of link exchange (3 new links) 97%?"",""Does the report contain Chapter 5 'Promotion Cooperation Progress', and the goal of this week's cooperation plan is to expand 3 partner media, complete 2 ad space swaps, and add 5 friendship links?"",""In Chapter 5 of the report, is the number of completed projects 4 (Industry Information Network A, Similar Websites D, High Weight Websites F, Industry Websites G)?"",""Does the report contain the Chapter 6 'Next Week (W43) Work Plan', and the total number of registered members of the plan has increased by 90, and the total number of members has exceeded 1300?"",""Does the report contain Chapter 7 'Logical Correlation Analysis', which contains three subsections: Semantic Correlation, Contextual Correlation, and Derived Correlation?"",""Does the semantic correlation table in Chapter 7 of the report contain a three-tier correlation structure of '→quarterly targets for→ monthly indicators for short-term tasks'?"",""Does the report contain a Chapter 8 'Data Kinship Checklist' and each record in the checklist is labeled with the source file name and data type?"",""Is it recorded in the data lineage list that the 'monthly hard indicators' originate from monthly_mandatory_metrics.xls?"",""Does the report contain Chapter 9 'Summary and Recommendations', where the forecasted quarterly total sales is 980,000-150,000 yuan?"",""Does the report indicate the data source file blood relationship for each major section?"",""Is all the data in the report consistent with the source file and without fabrication errors, such as the paid promotion cost of 45 yuan is lower than the target of 50 yuan?"",""Is the monthly assessment result marked as' good 'in the report?"",""Does the report incorporate information on five dimensions: short-term planning, weekly reporting data, monthly metrics, outreach partnerships, and quarterly planning?"",""Is the current number of people in the QQ group in the report 320, the monthly target is 400, and the completion rate is 80%?"",""Does the report summarize three advantages: paid promotion ROI exceeds the target, multi-channel promotion layout is completed, and content construction progress is good?""]","[""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation""]","[{""from"":""general_weekly_work_plan.xlsx"",""to"":""quarterly_operations_execution_overview_report.md""},{""from"":""general_weekly_work_plan.xlsx"",""to"":""quarterly_operations_execution_overview_report.md""},{""from"":""detailed_weekly_report.xlsx"",""to"":""quarterly_operations_execution_overview_report.md""},{""from"":""detailed_weekly_report.xlsx"",""to"":""quarterly_operations_execution_overview_report.md""},{""from"":""monthly_mandatory_metrics.xlsx"",""to"":""quarterly_operations_execution_overview_report.md""},{""from"":""monthly_mandatory_metrics.xlsx"",""to"":""quarterly_operations_execution_overview_report.md""},{""from"":""weekly_promotion_collaboration_plan_name.xlsx"",""to"":""quarterly_operations_execution_overview_report.md""},{""from"":""weekly_promotion_collaboration_plan_name.xlsx"",""to"":""quarterly_operations_execution_overview_report.md""},{""from"":""work_plan_taobao_quarterly_operations_plan_template.xlsx"",""to"":""quarterly_operations_execution_overview_report.md""},{""from"":""work_plan_taobao_quarterly_operations_plan_template.xlsx"",""to"":""quarterly_operations_execution_overview_report.md""}]","[{""filename"":""weekly_promotion_collaboration_plan_name.xlsx"",""stored_relpath"":""data/a8d2d60cd580d363_weekly_promotion_collaboration_plan_name.xlsx""},{""filename"":""monthly_mandatory_metrics.xlsx"",""stored_relpath"":""data/7bb4b62f79e736a5_monthly_mandatory_metrics.xlsx""},{""filename"":""detailed_weekly_report.xlsx"",""stored_relpath"":""data/8c12ec042709334a_detailed_weekly_report.xlsx""},{""filename"":""general_weekly_work_plan.xlsx"",""stored_relpath"":""data/c082e63cc314a7bc_general_weekly_work_plan.xlsx""},{""filename"":""_work_plan_taobao_quarterly_operations_plan_template.xlsx"",""stored_relpath"":""data/e72c938c76a6a63a__work_plan_taobao_quarterly_operations_plan_template.xlsx""}]","[""Workspace Exploration"",""Task-Providing File Utilization"",""Lineage Tracing"",""Semantic Content Relations Understanding""]" +288,Operations Manager,"Integrate and generate a 2015_q1_apparel_ecommerce_operations_overview_analysis_report.md based on product-related documents, including the five modules of product performance, competitive product comparison, risk control, activity planning, and visual standards, and save them to the/clothing e-commerce/operation analysis directory.",medium,"[""2015_q1_apparel_ecommerce_operations_overview_analysis_report.md""]","[""the report file is named_2015_year_q1_apparel_ecommerce Operations Panorama competitor_product_analysis_report.md and is written in Markdown format?"",""Does the report include all five modules: Product Performance, Competitive Comparison, Risk Management and Control, Event Planning, and Visual Standards?"",""Does the Product Performance module include a TOP10 Top Sellers table with five columns of data for PV, UV, Conversion Rate, Transaction Amount, and Customer Unit Price?"",""Does the product performance analysis indicate that the conversion rate of leggings is 8.92%, which is the highest among the top 10 products?"",""Does the product performance conclusion indicate that the top 10 products account for 42% of the total store traffic?"",""Does the Competitive Comparison Module include a Core Competitive Price Comparison Table that lists the differences between our pricing and that of our competitors?"",""Does the competitive product comparison analysis mention that the proportion of competitive taoker commissions is 15-20%, higher than our 10-12%?"",""Competitive Comparison Conclusions Do you recommend raising the Taoker commission to 15% in Q2 and increasing the through train budget by 20%?"",""Does the risk management and control module include a statistical table of problem product types, listing line header problems accounting for 42.86%?"",""Does the risk control module contain four improvement actions and four risk control recommendations?"",""Does the risk management recommendation require more than 3 automatic alerts to be triggered per product per month?"",""Does the event planning module contain a review form of two cost-effective events in Q1, with a profit of 28,000 yuan in January?"",""Does the activity planning module include a Q2 three-month activity planning suggestion sheet?"",""Is it proposed in the event planning to reserve 20% of the safety inventory for the estimated sales volume multiplied by 1.2?"",""Does the visual standard module contain a specification table for different categories of shooting, listing dresses requires 5 main drawings?"",""Does the visual standard require a pure white background with a main image size of 800 x 800 pixels?"",""Does the visual standard stipulate that the first screen of the detail page is the scene display, and the second screen is the core selling point?"",""Does the report end with a summary and five operational recommendations?"",""Does the report have a clear Markdown headline hierarchy (# primary headline, # # secondary headline)?""]","[""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Basic Evaluation""]","[{""from"":""top10_product_status_table.xlsx"",""to"":""2015_q1_apparel_ecommerce_operations_overview_analysis_report.md""},{""from"":""problem_product_tracking.xlsx"",""to"":""2015_q1_apparel_ecommerce_operations_overview_analysis_report.md""},{""from"":""apparel_product_shooting_sheet.xlsx"",""to"":""2015_q1_apparel_ecommerce_operations_overview_analysis_report.md""}]","[{""filename"":""top10_product_status_table.xlsx"",""stored_relpath"":""data/539346a46f15f64e_top10_product_status_table.xlsx""},{""filename"":""problem_product_tracking.xlsx"",""stored_relpath"":""data/abe56cdbcab9c628_problem_product_tracking.xlsx""},{""filename"":""apparel_product_shooting_sheet.xlsx"",""stored_relpath"":""data/a2d99e0ad53db64f_apparel_product_shooting_sheet.xlsx""}]","[""Workspace Exploration"",""Task-Providing File Utilization""]" +289,Product Manager,Please extract _top10_product title_transaction amount_conversion rate information from the store's best-selling product data file_organize and output it as best_selling_product_core_data_list.txt.,easy,"[""best_selling_product_core_data_list.txt""]","[""Is the output file best_selling_product_core_data_list.txt generated successfully?"",""Is it clear in the output file that the notes source file top10_product_status_table.xls is inaccessible and returns a 403 Forbidden error?"",""Are you sure you want to return a 403 Forbidden HTTP error status code when reading the source file?"",""Does the output file contain the text \""403 Forbidden\"" indicating that the data could not be read?"",""Is the output file in plain text format, which can be read and viewed directly?"",""Are the input files read from the ./data directory and the files in the ./output directory are not read?"",""Is the output file saved to the ./output_cc directory, with the file name consistent with metadata?"",""Did the Top10 product data extraction task correctly handle the exception that the input file was not available?"",""is the rubric_importance array supplemented in metadata.json, providing a 0-10 importance score for each rubric?"",""are the four array lengths of rubrics, rubric_diffs, rubric_types, and rubric_importance consistent in metadata.json?"",""does metadata.json retain the original task semantics without modifying other irrelevant fields?"",""Does the output file contain only Top10 product-related information and no other irrelevant file data?"",""Is the output file legible in plain text manifest format?"",""Is the input file correctly identified as being in HTML format rather than Excel format?"",""Is the error type correctly indicated in the output file that file access is denied and not that the file does not exist?""]","[""Basic Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Outcome Evaluation""]","[{""from"":""top10_product_status_table.xlsx"",""to"":""apparel_product_shooting_sheet.xlsx""},{""from"":""top10_product_status_table.xlsx"",""to"":""problem_product_tracking.xlsx""}]","[{""filename"":""top10_product_status_table.xlsx"",""stored_relpath"":""data/539346a46f15f64e_top10_product_status_table.xlsx""},{""filename"":""apparel_product_shooting_sheet.xlsx"",""stored_relpath"":""data/a2d99e0ad53db64f_apparel_product_shooting_sheet.xlsx""},{""filename"":""problem_product_tracking.xlsx"",""stored_relpath"":""data/abe56cdbcab9c628_problem_product_tracking.xlsx""}]","[""Workspace Exploration""]" +291,Operations Manager,"Based on the store's annual budget framework, combined with historical sales cost data, personnel salary standards and advertising placement planning, the category operation analysis dimension is integrated to generate a complete flagship_store_annual_operations_execution_plan.xls, which clearly presents the target decomposition, advertising budget, personnel cost, category strategy and profit forecast, and finally saves it to the/flagship store operation/annual planning directory.",medium,"[""flagship_store_annual_operations_execution_plan.xlsx""]","[""Is the output file flagship_store_annual_operations_execution_plan.xls, and the file can be opened normally without corruption?"",""Does the output file contain a total of 5 worksheets for \""annual target breakdown\"", \""ad placement execution table\"" \""staffing and cost\"" \""category operation strategy\"" \""profit forecast model\""?"",""In the annual goal breakdown worksheet, is the annual total sales target 145000 yuan (145,000 yuan)?"",""In the annual goal decomposition worksheet, whether the target in Q1 is 35,000 yuan, whether it is 40,000 yuan in Q2, whether it is 35,000 yuan in Q3, whether it is 35,000 yuan in Q4, and whether the sum of the four quarters is 145,000 yuan?"",""In the ad placement execution table, is the total annual advertising budget of 43,500 yuan, which is exactly 30% of the annual sales target of 145,000 yuan?"",""In the staffing and cost worksheet, is the base salary of the operations supervisor consistent with the standard in the salary system table of the flagship store personnel?"",""In the staffing and cost worksheet, is the basic salary of the operation specialist at all levels consistent with the salary standard in the salary system of the flagship store operation specialist?"",""In the staffing and cost worksheet, is the total annual staffing cost within the annual budget framework and not exceeding 25% of the annual target gross profit?"",""Does the category operation strategy worksheet contain at least 3 core categories of operational data analysis?"",""In the category operation strategy worksheet, does each category contain three key data fields: category rank, customer unit price, and transaction index?"",""In the category operation strategy worksheet, is the customer unit price of the core category in the range of 89-199 yuan, in line with the normal range of the industry?"",""In the profit forecasting model worksheet, do you include the six core calculation dimensions of sales revenue, advertising cost, personnel cost, cost of goods, fixed expenses, and profit before tax?"",""In the profit forecast model worksheet, is the annual total sales revenue equal to the 145,000 yuan in the annual target decomposition, and is the data consistent?"",""In the profit forecast model worksheet, is the total advertising cost equal to the total annual budget of 43,500 yuan in the advertising execution table? Is the data consistent?"",""In the Earnings Forecasting Model worksheet, is the total staffing cost equal to the annual total cost in the staffing table and is the data consistent?"",""Is the annual gross profit margin and net profit margin correctly calculated in the profit forecasting model worksheet, and the formula logic is correct?"",""In the profit forecast model worksheet, if the cost of goods is calculated as 45% of sales, is the annual cost of goods 65,250 yuan?"",""Are the data sources clearly labeled in all worksheets, pointing to the corresponding raw input file?"",""Has the entire program fully integrated the five modules of target decomposition, advertising budget, personnel cost, category strategy, and profit forecast, with a complete structure?""]","[""Basic Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Outcome Evaluation""]","[{""from"":""flagship_store_annual_budget_master_sheet.xls"",""to"":""flagship_store_annual_operations_execution_plan.xlsx""},{""from"":""flagship_store_staff_salary_structure.xlsx"",""to"":""flagship_store_annual_operations_execution_plan.xlsx""},{""from"":""flagship_store_operations_specialist_compensation_structure.xlsx"",""to"":""flagship_store_annual_operations_execution_plan.xlsx""},{""from"":""flagship_store_annual_ad_investment_plan_table.xlsx"",""to"":""flagship_store_annual_operations_execution_plan.xlsx""},{""from"":""flagship_store_category_analysis_table.xlsx"",""to"":""flagship_store_annual_operations_execution_plan.xlsx""}]","[{""filename"":""flagship_store_annual_ad_investment_plan_table.xlsx"",""stored_relpath"":""data/4aa28061c7d8f486_flagship_store_annual_ad_investment_plan_table.xlsx""},{""filename"":""flagship_store_staff_salary_structure.xlsx"",""stored_relpath"":""data/8e8d262143bb6e7b_flagship_store_staff_salary_structure.xlsx""},{""filename"":""flagship_store_operations_specialist_compensation_structure.xlsx"",""stored_relpath"":""data/2b4c5f5efa7935b9_flagship_store_operations_specialist_compensation_structure.xlsx""},{""filename"":""flagship_store_category_analysis_table.xlsx"",""stored_relpath"":""data/5e18c8cff0904ca9_flagship_store_category_analysis_table.xlsx""},{""filename"":""flagship_store_annual_budget_master_sheet.xls"",""stored_relpath"":""data/f5918e1a49c00556_flagship_store_annual_budget_master_sheet.xls""}]","[""Workspace Exploration"",""Task-Providing File Utilization"",""Heterogeneous File Understanding""]" +300,Backend Developer,"Based on Taobao e-commerce activity rule documents, activity registration records, historical operation logs and system role definitions, infer and generate the file permission ranges of the five roles of administrator/operation/artist/customer service/warehousing for activity configuration, product listing and removal, price modification, material editing, and data viewing, and output the e-commerce activity system permission configuration instructions (Markdown) that can be implemented, the permission configuration table that can be imported into the system (CSV), and the permission verification rule file (JSON) for development use, all saved in the /Taobao activities directory.",hard,"[""permission_configuration_table.csv"",""permission_configuration_guide.md"",""permission_validation_rules.json""]","[""Does the permission configuration table include the complete permission configuration for the five roles of administrator, operation, artist, customer service, and warehousing?"",""Is the event registration function in the permission configuration table configured with write permission set to true for administrators and operations only, and false for other roles?"",""In the permission configuration table, is the material editing function configured with write permissions set to true for only administrators and artists? In operations, customer service, and warehousing, only artists can write?"",""Is the inventory data viewing permission in the permission configuration table only for administrators, operations, and warehousing configuration read to be true, and for customer service and artists to be false?"",""Does the permission configuration specification include complete definitions of the five roles and scope of responsibilities?"",""Does the permission configuration manual include a complete permission matrix for the four modules of activity configuration, price management, material management, and data viewing?"",""Does the description of sensitive operation permissions in the permission configuration manual clearly state that event registration can only be operated by administrators and operators?"",""Does the permission configuration specification clearly state that price data is completely invisible to customer service and warehousing?"",""Is it clearly stated in the permission configuration instructions that only artists can write material editing, and other roles can only view it?"",""Does the permission configuration specification include a file hierarchical authorization rule table?"",""Are the permissions structures of the five roles correctly defined in the permission verification rules?"",""Does the sensitive_operations.activity_apply array in the permission verification rules only contain the two roles of admin and operation?"",""Does the sensitive_operations.data_export array in the permission verification rules only contain admin?"",""Is default_deny configured as true in the permission verification rules to follow the default prohibition principle?""]","[""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation""]","[{""from"":""activity_plan_taoqianggoumust_win_campaign_plan.ppt"",""to"":""activity_summary_taobaoonsite_and_offsiteactivity_requirements_summary.xlsx""},{""from"":""activity_taobao_internalpopular_rules_reference.xlsx"",""to"":""activity_summary_taobaoonsite_and_offsiteactivity_requirements_summary.xlsx""},{""from"":""_activity_taobaoactivity_followup_sheet.xlsx"",""to"":""activity_summary_taobaoonsite_and_offsiteactivity_requirements_summary.xlsx""},{""from"":""activity_daily_special_tao_coincampaign_summary.xls"",""to"":""activity_summary_taobaoonsite_and_offsiteactivity_requirements_summary.xlsx""},{""from"":""_activity_taobaoactivity_followup_sheet.xlsx"",""to"":""operation_history.json""},{""from"":""role_definitions.txt"",""to"":""system_permission_template.json""}]","[{""filename"":""_activity_plan_taoqianggoumust_win_campaign_plan.ppt"",""stored_relpath"":""data/c903c05cb499b95c__activity_plan_taoqianggoumust_win_campaign_plan.ppt""},{""filename"":""_activity_taobaoactivity_followup_sheet.xlsx"",""stored_relpath"":""data/74e3fcaf324321bd__activity_taobaoactivity_followup_sheet.xlsx""},{""filename"":""_activity_taobao_internalpopular_rules_reference.xlsx"",""stored_relpath"":""data/11b16ba2e69b04ec__activity_taobao_internalpopular_rules_reference.xlsx""},{""filename"":""_activity_daily_special_tao_coincampaign_summary.xls"",""stored_relpath"":""data/ff96d788c746c3b4__activity_daily_special_tao_coincampaign_summary.xls""},{""filename"":""_activity_summary_taobaoonsite_and_offsiteactivity_requirements_summary.xlsx"",""stored_relpath"":""data/e5e3b2d3b0d40652__activity_summary_taobaoonsite_and_offsiteactivity_requirements_summary.xlsx""},{""filename"":""role_definitions.txt"",""stored_relpath"":""data/ecfd4ce97ab51c9e_role_definitions.txt""},{""filename"":""operation_history.json"",""stored_relpath"":""data/387ed9d805f6d4dd_operation_history.json""},{""filename"":""system_permission_template.json"",""stored_relpath"":""data/e4eb33b72b954d65_system_permission_template.json""}]","[""Workspace Exploration"",""Task-Providing File Utilization"",""Lineage Tracing"",""Semantic Content Relations Understanding"",""Heterogeneous File Understanding""]" +306,Operations Manager,"Based on the planning documents, operation method documents and historical delivery data related to the store through train, the core information in each document (delivery plan, traffic diversion strategy, task arrangement, historical effect) is integrated to generate a complete zhitongche_campaign_analysis_report.md, clarifying the matching degree and optimization direction of the current plan and historical data, and saving it to the /ecommerce_operations/straight_through_management/ directory.",medium,"[""zhitongche_campaign_analysis_report.md""]","[""Is the zhitongche_campaign_analysis_report.md file generated successfully and can be read normally?"",""Does the report include the \""1. Plan Overview\"" section, which completely extracts the keyword list, bid amount, and daily budget information from the two plans?"",""Does the report include information from both the [Through Train] Flagship Store Through Train Plan and the Flagship Store Through Train Plan in the plan overview section?"",""Does the report include the \""2. Task Arrangement\"" chapter, which fully records the weekly delivery goals, data monitoring time nodes and optimization tasks?"",""Does the report include the chapter \""3. Historical Performance Data Analysis\"" that extracts core indicators such as clicks, conversion rate, and ROI in zhitongche_data.xls in the past 30 days?"",""Does the report include the chapter \""4. Low-price card first-screen traffic diversion strategy\"", sorting out the operation steps and applicable keyword types for low-price traffic?"",""Is the difference in promotion priorities between the two flagship store drive-through schedules clearly stated in the report?"",""Does the report include a comparative analysis of the match between planned goals and historical data?"",""Does it indicate whether the ROI target setting in the current plan is reasonable based on historical data?"",""Have you analyzed the difference between historical conversion rates and planned target conversion rates?"",""Have specific executable traffic drainage operation steps been summarized based on the low-price card first-screen traffic drainage method document?"",""Does it explain which keyword types the low-price card first-screen traffic drainage method is suitable for?"",""Does the report summarize planned amounts for the total daily budget?"",""Have you analyzed whether the budget allocation proportions of different babies (Baby A, Baby B, etc.) are in line with the historical delivery results?"",""Is the estimated CTR setting of the current plan reasonable based on historical click-through rate data?"",""Are specific optimization suggestions clearly given, including keyword bid adjustment strategies?"",""Are there any specific implementation timetable suggestions for the low-price traffic attraction strategy?"",""Does it include arrangements for data monitoring frequency and key monitoring indicators in the coming week?"",""Do the optimization suggestions combine the two sources of traffic drainage method documents and historical delivery data?"",""Is the structure of the entire report organized in a logical sequence of plan overview, task arrangement, historical data analysis, traffic diversion strategy, and optimization suggestions?""]","[""Basic Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Process Evaluation""]","[{""from"":""_zhitongche_flagship_store_zhitongche_plan_table.xlsx"",""to"":""flagship_store_zhitongche_plan_table.xlsx""},{""from"":""_zhitongche_flagship_store_zhitongche_plan_table.xlsx"",""to"":""zhitongche_data.xls""},{""from"":""flagship_store_zhitongche_plan_table.xlsx"",""to"":""zhitongche_data.xls""},{""from"":""zhitongche_zhitongche_work_plan.xlsx"",""to"":""zhitongche_data.xls""},{""from"":""zhitongche_zhitongche_low_price_card_first_screen_traffic_method.xls"",""to"":""zhitongche_zhitongche_work_plan.xlsx""}]","[{""filename"":""_zhitongche_flagship_store_zhitongche_plan_table.xlsx"",""stored_relpath"":""data/83a0b7735dcb429c__zhitongche_flagship_store_zhitongche_plan_table.xlsx""},{""filename"":""_zhitongche_zhitongche_low_price_card_first_screen_traffic_method.xls"",""stored_relpath"":""data/355db3d1d07d98a4__zhitongche_zhitongche_low_price_card_first_screen_traffic_method.xls""},{""filename"":""flagship_store_zhitongche_plan_table.xlsx"",""stored_relpath"":""data/1dbbcbd6a6c2087a_flagship_store_zhitongche_plan_table.xlsx""},{""filename"":""zhitongche_data.xls"",""stored_relpath"":""data/70087b9b091ef25e_zhitongche_data.xls""},{""filename"":""_zhitongche_zhitongche_work_plan.xlsx"",""stored_relpath"":""data/e634a3739139b551__zhitongche_zhitongche_work_plan.xlsx""}]","[""Workspace Exploration"",""Task-Providing File Utilization"",""Heterogeneous File Understanding""]" +311,Backend Developer,"Based on the various existing management documents of the e-commerce team (including training and learning records, personnel attendance data, project schedule planning, job assessment standards and job descriptions, etc.), traverse all documents and identify the core scope of responsibilities of each position (store manager/operation/promotion/customer service/artist/after-sales). According to the ""only access to own-related files"" rule, infer the access rights of each position to different documents (read-only/editable_finally generate standardized ecommerceteam_file_permission_assignment_table.csv, and save it to the /system management/permission configuration directory.",medium,"[""ecommerceteam_file_permission_assignment_table.csv""]","[""Does ecommerceteam_file_permission_assignment_table.csv include the header columns \""Position Name\"", \""File Path and Name\"", and \""Permission Type\""?"",""Does the output file contain a total of 31 data records (including headers)?"",""Does the output file cover all 6 positions of store manager, operation, promotion, customer service, artist, and after-sales?"",""Does the output file cover the records of all _5_ input files (ecommerceteam_advanced_operations_training_tracker.xls team_full_year_attendance_sheet_editable_year_and_month.xls team_progress_ecommerce_project_schedule.xls team_assessment_ecommerce_department_role_assessment.doc team_assessment_ecommerce_role_kpi_assessment_and_responsibilities.doc)?"",""Are all the permissions assigned to the 5 files by the store manager position editable? Does the store manager have editable permissions for all files?"",""Does the operation position have editable permissions for ecommerceteam_advanced_operations_training_tracker.xls and team_progress_ecommerce_project_schedule.xls team_assessment_ecommerce_department_role_assessment.doc?"",""Does the operation position have read-only permissions for team_full_year_attendance_sheet_editable_year_and_month.xls and team_assessment_ecommerce_role_kpi_assessment_and_responsibilities.doc?"",""Does the promotion post have editable permissions for ecommerceteam_advanced_operations_training_tracker.xls and team_assessment_ecommerce_department_role_assessment.doc?"",""Does the promotion post have read-only access to team_full_year_attendance_sheet_editable_year_and_month.xls team_progress_ecommerce_project_schedule.xls team_assessment_ecommerce_role_kpi_assessment_and_responsibilities.doc?"",""Does the customer service post have editable permissions for ecommerceteam_advanced_operations_training_tracker.xls and team_assessment_ecommerce_department_role_assessment.doc?"",""Does the customer service post have read-only permission for team_full_year_attendance_sheet_editable_year_and_month.xls team_progress_ecommerce_project_schedule.xls team_assessment_ecommerce_role_kpi_assessment_and_responsibilities.doc?"",""Does the artist position have editable permissions for ecommerceteam_advanced_operations_training_tracker.xls and team_assessment_ecommerce_department_role_assessment.doc?"",""Does the art position have read-only access to team_full_year_attendance_sheet_editable_year_and_month.xls team_progress_ecommerce_project_schedule.xls team_assessment_ecommerce_role_kpi_assessment_and_responsibilities.doc?"",""Does the after-sales post have editable permissions for ecommerceteam_advanced_operations_training_tracker.xls and team_assessment_ecommerce_department_role_assessment.doc?"",""Does the after-sales post have read-only permission for team_full_year_attendance_sheet_editable_year_and_month.xls team_progress_ecommerce_project_schedule.xls team_assessment_ecommerce_role_kpi_assessment_and_responsibilities.doc?"",""Do the permission types of all records only contain two values: \""read-only\"" or \""editable\"", and no other error values?"",""Does the store manager position contain 5 complete records in the permission allocation table, covering all 5 input files?"",""Does each position of operation, promotion, customer service, art, and after-sales contain 5 complete records in the authority allocation table?"",""Do you follow the \""only access to own-related files\"" rule: grant editable permissions to your own assessment standard files, and only grant read-only permissions to all employee statistics files?"",""Have you completed a complete traversal of the four subdirectories of training, attendance, projects, and assessment, and have all input files been included in permission distribution?"",""Are the permission allocation rules consistent: The permission allocation for the same type of documents to the same type of positions is consistent, and there are no contradictions?""]","[""Basic Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Process Evaluation"",""Outcome Evaluation""]","[{""from"":""team_full_year_attendance_sheet_editable_year_and_month.xlsx"",""to"":""ecommerceteam_file_permission_assignment_table.csv""},{""from"":""team_progress_ecommerce_project_schedule.xls"",""to"":""ecommerceteam_file_permission_assignment_table.csv""},{""from"":""team_assessment_ecommerce_department_role_assessment.doc"",""to"":""ecommerceteam_file_permission_assignment_table.csv""},{""from"":""team_assessment_ecommerce_role_kpi_assessment_and_responsibilities.doc"",""to"":""ecommerceteam_file_permission_assignment_table.csv""},{""from"":""ecommerceteam_advanced_operations_training_tracker.xlsx"",""to"":""ecommerceteam_file_permission_assignment_table.csv""}]","[{""filename"":""_team_full_year_attendance_sheet_editable_year_and_month.xlsx"",""stored_relpath"":""data/ba0b6dfd13a46402__team_full_year_attendance_sheet_editable_year_and_month.xlsx""},{""filename"":""_team_progress_ecommerce_project_schedule.xls"",""stored_relpath"":""data/25449dbb9dd57737__team_progress_ecommerce_project_schedule.xls""},{""filename"":""_team_assessment_ecommerce_department_role_assessment.doc"",""stored_relpath"":""data/50a5894e3ddf13d2__team_assessment_ecommerce_department_role_assessment.doc""},{""filename"":""_team_assessment_ecommerce_role_kpi_assessment_and_responsibilities.doc"",""stored_relpath"":""data/349101b8d223a87a__team_assessment_ecommerce_role_kpi_assessment_and_responsibilities.doc""},{""filename"":""ecommerceteam_advanced_operations_training_tracker.xlsx"",""stored_relpath"":""data/76ecf6f24395ef79_ecommerceteam_advanced_operations_training_tracker.xlsx""}]","[""Workspace Exploration"",""Task-Providing File Utilization"",""Heterogeneous File Understanding""]" +314,Logistics Manager,"Based on the 5 meeting minutes under the /logistics_meeting_records/january_2024/ directory, the core indicators are extracted in chronological order and the trends are sorted out to track the closed loop of problem rectification and verify the execution track of meeting resolutions. 2024_year_1_5_monthlogistics_work_review_report.pdf is generated which contains the indicator trend table, rectification ledger, task implementation status and 3 optimization suggestions, and logistics_core_data_statistics.pdf which contains 3 sheet pages of monthly indicators, problem rectification and task implementation and marks the data source to ensure data traceability.",medium,"[""logistics_core_data_statistics.pdf"",""2024_year_1_5_monthlogistics_work_review_report.pdf""]","[""Whether the monthly core indicator table in the logistics work review report from January to May 2024 contains complete 5 rows of data from January to May, and the procurement execution rate is 98%, 99%, 99.5%, 100%, 100%"",""Is the inventory turnover rate data in the logistics work review report from January to May 2024 sequentially 4.2 times, 4.5 times, 4.8 times, 5.0 times, and 5.2 times?"",""Are the equipment failure rate data in the logistics work review report from January to May 2024 sequentially 0.30%, 0.20%, 0.15%, 0.10%, and 0.08%?"",""Does the closed-loop tracking ledger for problem rectification of the logistics work review report from January to May 2024 contain 4 problems, and the rectification completion rate is marked as 100%?"",""Does the problem rectification ledger include the problems of \""insufficient inventory of some materials\"", \""high fleet fuel consumption\"" and \""warehouse temperature fluctuation\""? The discovery time was 2024-01 and the rectification status is closed loop?"",""Does the problem rectification ledger include the problem of \""high water and electricity consumption in the dormitory\"", which was discovered in 2024-02 and the rectification status is closed?"",""Does the statistical table on the implementation of resolutions at previous meetings in the logistics work review report from January to May 2024 include 6 resolutions, and are all marked as implemented, with the resolution implementation rate being 100%?"",""Does the logistics work review report from January to May 2024 clearly give 3 optimization suggestions, and each suggestion proposes specific improvement directions for the current management status?"",""Is the first optimization suggestion a refined inventory management (ABC classification differentiated replenishment) suggestion for improving inventory turnover rate?"",""Is the second optimization suggestion a digital energy management suggestion for dormitory water and electricity management?"",""Do the core data statistics of logistics work include three sections (sheets): monthly indicators, problem rectification, and task implementation?"",""Is each row of data in the monthly indicator table of the core data statistics of logistics work marked with the data source meeting information?"",""Is the change range of the procurement execution rate in the indicator trend change table in the core data statistics of logistics work + 2 percentage points, and the change trend is continuing to rise?"",""Is the inventory turnover rate change range in the indicator trend change table in the core data statistics of logistics work + 1.0 times, and is the change trend a steady increase?"",""Is the change range of the equipment failure rate in the indicator trend change table in the core data statistics of logistics work - 0.22 percentage points, and the change trend is a continuous decline?"",""Does the rectification ledger of core data statistics of logistics work include 4 problems, the cumulative rectification completion rate is 100%, and the average rectification cycle is marked as 2 months?"",""Is the actual completion time of \""insufficient inventory of some materials\"" in the rectification account of the core data statistics problem of logistics work at the end of February, and the result of the rectification is that the closed loop has been alleviated?"",""Does the summary section of the logistics work review report from January to May 2024 clearly state that the three core indicators are continuously optimized, and the completion rate of all issues and resolutions is 100%?""]","[""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Outcome Evaluation""]","[{""from"":""meeting_minutes_01.txt"",""to"":""meeting_minutes_02.txt""},{""from"":""meeting_minutes_02.txt"",""to"":""meeting_minutes_03.txt""},{""from"":""meeting_minutes_03.txt"",""to"":""meeting_minutes_04.txt""},{""from"":""meeting_minutes_04.txt"",""to"":""meeting_minutes_05.txt""},{""from"":""meeting_minutes_01.txt"",""to"":""2024_year_1_5_monthlogistics_work_review_report.pdf""},{""from"":""meeting_minutes_02.txt"",""to"":""2024_year_1_5_monthlogistics_work_review_report.pdf""},{""from"":""meeting_minutes_03.txt"",""to"":""2024_year_1_5_monthlogistics_work_review_report.pdf""},{""from"":""meeting_minutes_04.txt"",""to"":""2024_year_1_5_monthlogistics_work_review_report.pdf""},{""from"":""meeting_minutes_05.txt"",""to"":""2024_year_1_5_monthlogistics_work_review_report.pdf""},{""from"":""meeting_minutes_01.txt"",""to"":""logistics_core_data_statistics.pdf""},{""from"":""meeting_minutes_02.txt"",""to"":""logistics_core_data_statistics.pdf""},{""from"":""meeting_minutes_03.txt"",""to"":""logistics_core_data_statistics.pdf""},{""from"":""meeting_minutes_04.txt"",""to"":""logistics_core_data_statistics.pdf""},{""from"":""meeting_minutes_05.txt"",""to"":""logistics_core_data_statistics.pdf""},{""from"":""logistics_core_data_statistics.pdf"",""to"":""2024_year_1_5_monthlogistics_work_review_report.pdf""}]","[{""filename"":""meeting_minutes_01.txt"",""stored_relpath"":""data/1979bffb418b1fd6_meeting_minutes_01.txt""},{""filename"":""meeting_minutes_02.txt"",""stored_relpath"":""data/6fb04b00cd04fba1_meeting_minutes_02.txt""},{""filename"":""meeting_minutes_03.txt"",""stored_relpath"":""data/09313a6e4610720a_meeting_minutes_03.txt""},{""filename"":""meeting_minutes_04.txt"",""stored_relpath"":""data/4b860019753973fc_meeting_minutes_04.txt""},{""filename"":""meeting_minutes_05.txt"",""stored_relpath"":""data/ef0dbb2177296d2f_meeting_minutes_05.txt""}]","[""Workspace Exploration"",""Task-Providing File Utilization"",""Lineage Tracing""]" 328,Logistics Manager,"Using the HR department recruitment summary PPT and the annual recruitment analysis report in DOCX, sort out the full recruitment situation for the administrative department and create an annual recruitment briefing specifically for that department to support future staffing and recruitment planning. Output it as a single table.",medium,"[""administrative-department-annual-recruitment-briefing.csv""]","[""Is the output file organized into the five modules of `Annual Personnel Mobility Overview`, `Monthly Personnel Mobility Details`, `Position Recruitment Details`, `Recruitment Channel Status`, and `Analytical Conclusions`, with a clear structure?"",""In the annual personnel mobility overview, is the total annual number of hires in the administrative department 12 and the total number of departures 6?"",""Do the monthly personnel mobility details include the hiring and departure data for March, June, September, and December?"",""In the position recruitment details, is only the front-desk clerk position data for the administrative department included, without data from other departments?"",""In the position recruitment details, is the number of applicants for the front-desk clerk position 172 and the number of openings 1?"",""In the position recruitment details, is the number of first-round interviews 18 and the first-round interview ratio 10%?"",""In the position recruitment details, is the average recruitment cycle 19 days and the average recruitment cost RMB 181 per person?"",""Does the recruitment channel status include the three pieces of information about XX website recruitment: service content, fee, and validity period?"",""Does the recruitment channel status clearly list the surrounding talent market information suitable for administrative positions?"",""Does the analysis conclusion section include a personnel mobility trend analysis, concluding that turnover was relatively high in the first half of the year and became stable in the second half?"",""Does the analysis conclusion section include an analysis of recruitment completion status and clearly state that the annual recruitment plan was completed at 100%?"",""Are all key data in the output file consistent with the original files, without calculation errors or data deviations?"",""Are all extracted data limited to information specific to the administrative department, without unrelated data from other departments?"",""Is the output file in standard CSV format and directly viewable in Excel or a text editor?"",""Does the briefing include an analytical conclusion section that gives a clear summary of personnel mobility and recruitment in the administrative department?"",""Do the briefing conclusions provide supportive suggestions for subsequent staffing allocation and recruitment planning in the administrative department?""]","[""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Process Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Outcome Evaluation"",""Outcome Evaluation""]","[{""from"":""4-recruitment-work-summary-presentation-PPT.pptx"",""to"":""5-annual-recruitment-work-analysis-report.docx""},{""from"":""4-recruitment-work-summary-presentation-PPT.pptx"",""to"":""3-personnel-and-administration-work-summary-PPT.pptx""},{""from"":""4-recruitment-work-summary-presentation-PPT.pptx"",""to"":""2-hr-department-recruitment-work-summary-PPT.pptx""},{""from"":""5-annual-recruitment-work-analysis-report.docx"",""to"":""3-personnel-and-administration-work-summary-PPT.pptx""},{""from"":""5-annual-recruitment-work-analysis-report.docx"",""to"":""2-hr-department-recruitment-work-summary-PPT.pptx""},{""from"":""3-personnel-and-administration-work-summary-PPT.pptx"",""to"":""2-hr-department-recruitment-work-summary-PPT.pptx""}]","[{""filename"":""2-hr-department-recruitment-work-summary-PPT.pptx"",""stored_relpath"":""data/ab127c04e0d26f68_2-hr-department-recruitment-work-summary-PPT.pptx""},{""filename"":""3-personnel-and-administration-work-summary-PPT.pptx"",""stored_relpath"":""data/6835cb610a8bc13b_3-personnel-and-administration-work-summary-PPT.pptx""},{""filename"":""4-recruitment-work-summary-presentation-PPT.pptx"",""stored_relpath"":""data/22f6f523d0ff25d3_4-recruitment-work-summary-presentation-PPT.pptx""},{""filename"":""5-annual-recruitment-work-analysis-report.docx"",""stored_relpath"":""data/dea2c7dcf553a1f2_5-annual-recruitment-work-analysis-report.docx""}]","[""Task-Providing File Utilization"",""Semantic Content Relations Understanding"",""Heterogeneous File Understanding""]" 329,Logistics Manager,"Integrate the company's annual and monthly compensation data and the compensation analysis report, produce a company compensation data summary and verification table, and compile a preliminary list of salary structure optimization suggestions based on the issues in the report for HR department reference. Output it as a single table.",medium,"[""company-compensation-data-summary-verification-and-optimization-suggestions-list.xlsx""]","[""Does the `Annual Compensation Data Summary` sheet completely include 4 years of data from 2021 to 2024, with each row containing the six columns of year, headcount, annual compensation expense, average monthly compensation per employee, company performance, and performance growth percentage?"",""In the `Annual Compensation Data Summary` sheet, are the 2024 figures 96 employees, annual compensation expense of RMB 8,487,936, average monthly compensation per employee of RMB 7,368, and company performance of RMB 69,046,000?"",""In the total row of the `Annual Compensation Data Summary`, is the total annual compensation expense RMB 21,847,212, and is the average monthly compensation per employee RMB 6,218?"",""In the `Monthly Department Compensation Reconciliation` sheet, are the chart file and detail file displayed side by side, and are the reconciliation results for all departments marked as `consistent`?"",""In the total row of the `Monthly Department Compensation Reconciliation` sheet, is the total employee count 182, the total payroll RMB 2,443,162, and the average salary RMB 13,423.967033?"",""Does the `Compensation Growth Trend and Distribution` sheet include salary growth data for 2023-2025, with increases of 8% in 2023, 6% in 2024, and 5% in 2025?"",""In the compensation range distribution, does it record that salary variance among grassroots positions in the RMB 5,000-8,000 range is only 5%, and that the share of middle-to-high income groups above RMB 12,001 is 46.6%?"",""In the comparison of annual average monthly compensation per employee, is the 2021-2024 average RMB 6,423.75, is the reported average monthly salary RMB 14,020, and is the difference rate 118.25%?"",""Does the `Compensation System Optimization Suggestions` sheet contain at least 10 optimization suggestions, with each suggestion including the six fields of serial number, optimization stage, optimization scope, detailed recommendation, expected effect, and implementation cycle?"",""In the short-term stage (0-6 months) of the optimization suggestions list, are there 4 suggestions, with senior management salary adjustment at 18% and cumulative mid-level salary increase at 10%?"",""Does the output file contain 4 worksheets: `Annual Compensation Data Summary`, `Monthly Department Compensation Reconciliation`, `Compensation Growth Trend and Distribution`, and `Compensation System Optimization Suggestions`?"",""Are all calculations accurate, including the calculation of annual average monthly compensation per employee and the difference-rate formula `(reported value - annual average) / annual average x 100%`?"",""Are all department data complete, with the monthly department compensation reconciliation covering the 7 departments of General Affairs, Finance, Marketing, Sales, Design, Technical, and After-Sales, plus a total row?"",""Do the long-term optimization suggestions clearly add a `dual technical ladder`, allowing expert-track positions to advance in parallel to chief engineer with annual salary above RMB 600,000?""]","[""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Outcome Evaluation""]","[{""from"":""1-company_annual_human-resources-compensation-analysis-table.xlsx"",""to"":""3-company_monthly_-analysischarts.xlsx""},{""from"":""1-company_annual_human-resources-compensation-analysis-table.xlsx"",""to"":""4-company_monthly_-analysis.xlsx""},{""from"":""1-company_annual_human-resources-compensation-analysis-table.xlsx"",""to"":""5-analysis-report.docx""},{""from"":""3-company_monthly_-analysischarts.xlsx"",""to"":""4-company_monthly_-analysis.xlsx""},{""from"":""3-company_monthly_-analysischarts.xlsx"",""to"":""5-analysis-report.docx""},{""from"":""4-company_monthly_-analysis.xlsx"",""to"":""5-analysis-report.docx""}]","[{""filename"":""1-company_annual_human-resources-compensation-analysis-table.xlsx"",""stored_relpath"":""data/15fe02fd2f806a31_1-company_annual_human-resources-compensation-analysis-table.xlsx""},{""filename"":""3-company_monthly_-analysischarts.xlsx"",""stored_relpath"":""data/4238b2bddfdbcc03_3-company_monthly_-analysischarts.xlsx""},{""filename"":""4-company_monthly_-analysis.xlsx"",""stored_relpath"":""data/590905833148397b_4-company_monthly_-analysis.xlsx""},{""filename"":""5-analysis-report.docx"",""stored_relpath"":""data/bd5b951178e4ae50_5-analysis-report.docx""}]","[""Task-Providing File Utilization"",""Semantic Content Relations Understanding"",""Heterogeneous File Understanding""]" 334,Operations Manager,"For investor operations content related to the company's B-share sector, summarize the core 2021 operating information of four B-share listed companies into a comparative analysis briefing, highlighting differences in profit distribution and key operating takeaways for investor outreach and sector promotion. Output it in tabular form.",medium,"[""B-company-2021-annual-comparisonanalysisbriefing.csv""]","[""Is the title of the output file `Comparison of Core Operating Information of Four B-share Listed Companies in 2021`?"",""Does the output file contain a core financial indicators and profit distribution comparison table with at least 8 columns such as stock code, company name, and 2021 net profit?"",""Does the core comparison table include data rows for the four companies Huili B (900939), Yitai B Share (900948), Kaima B (900953), and Lingyun B Share (900957)?"",""Does the comparison table include a dedicated `Profit Distribution Plan` column clearly showing whether each company paid dividends?"",""Does it contain a profit distribution difference analysis section distinguishing between companies that paid cash dividends and those that did not?"",""Does it include a summary section of reasons for non-distribution, listing the specific reasons for the three companies that did not distribute profits?"",""Does it include a major risk warning table extracting each company's risk content from `Important Notes - Section 10`?"",""Does the risk warning table contain the two columns of company name and core content of major risk warnings?"",""Does the output file contain a summary section on common risks and individual differences?"",""Does it separately summarize the common risks of the B-share sector in 2021 and the individual differences of each company?"",""Does the analytical briefing contain the three core parts of overall core indicator comparison, profit distribution difference analysis, and risk warning summary?"",""In the comparison table, are financial indicator columns of the same dimension aligned horizontally, with all company data arranged neatly without misalignment?"",""Does the Huili B row include the two financial data fields of 2021 net profit and accumulated undistributed profit?"",""Does the Yitai B Share row include the four data fields of net profit attributable to parent company owners, total share capital, cash per 10 shares, and total dividend distribution amount?"",""For Yitai B Share, are both the cash amount per 10 shares and the total dividend distribution amount explicitly recorded?"",""Is the briefing mainly presented in table form, meeting investors' need for quick review?"",""Does it conduct a comparative analysis of the four companies' profit distribution policy differences rather than merely listing the data?"",""Is the output file in Markdown format, with clear hierarchy and correct heading levels?""]","[""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Process Evaluation"",""Basic Evaluation"",""Basic Evaluation"",""Process Evaluation"",""Process Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Outcome Evaluation"",""Basic Evaluation""]","[{""from"":""900939_2021_huili-b_-company-2021-annual-report_2022-04-28.pdf"",""to"":""900948_2021_yitai-b-share_inner-mongolia-yitai-coal-co-ltd-2021-annual-report_2022-03-30.pdf""},{""from"":""900939_2021_huili-b_-company-2021-annual-report_2022-04-28.pdf"",""to"":""900953_2021_kaima-b_2021-annualannual-report-full-text_2022-04-27.pdf""},{""from"":""900939_2021_huili-b_-company-2021-annual-report_2022-04-28.pdf"",""to"":""900957_2021_lingyun-b-share_lingyun-b-share-2021-annual-report_2022-04-20.pdf""},{""from"":""900948_2021_yitai-b-share_inner-mongolia-yitai-coal-co-ltd-2021-annual-report_2022-03-30.pdf"",""to"":""900953_2021_kaima-b_2021-annualannual-report-full-text_2022-04-27.pdf""},{""from"":""900948_2021_yitai-b-share_inner-mongolia-yitai-coal-co-ltd-2021-annual-report_2022-03-30.pdf"",""to"":""900957_2021_lingyun-b-share_lingyun-b-share-2021-annual-report_2022-04-20.pdf""},{""from"":""900953_2021_kaima-b_2021-annualannual-report-full-text_2022-04-27.pdf"",""to"":""900957_2021_lingyun-b-share_lingyun-b-share-2021-annual-report_2022-04-20.pdf""}]","[{""filename"":""900939_2021_huili-b_-company-2021-annual-report_2022-04-28.pdf"",""stored_relpath"":""data/d6b106aa297a84fa_900939_2021_huili-b_-company-2021-annual-report_2022-04-28.pdf""},{""filename"":""900948_2021_yitai-b-share_inner-mongolia-yitai-coal-co-ltd-2021-annual-report_2022-03-30.pdf"",""stored_relpath"":""data/ae748aa40459fc68_900948_2021_yitai-b-share_inner-mongolia-yitai-coal-co-ltd-2021-annual-report_2022-03-30.pdf""},{""filename"":""900953_2021_kaima-b_2021-annualannual-report-full-text_2022-04-27.pdf"",""stored_relpath"":""data/9477728cd366aed5_900953_2021_kaima-b_2021-annualannual-report-full-text_2022-04-27.pdf""},{""filename"":""900957_2021_lingyun-b-share_lingyun-b-share-2021-annual-report_2022-04-20.pdf"",""stored_relpath"":""data/74c2caf1d14fb45e_900957_2021_lingyun-b-share_lingyun-b-share-2021-annual-report_2022-04-20.pdf""}]","[""Task-Providing File Utilization"",""Semantic Content Relations Understanding""]"