2020年翻译资格考试一级笔译练习题整合汇总.docx

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1、2020年翻译资格考试一级笔译练习题整合2020年翻译资格考试一级笔译练习题 Artificial Intelligence: Million-dollar Babies 人工智能：百万美元珍宝 As Silicon Valley fights for talent, universities struggle to hold on to their stars 硅谷抢夺人才，高校难留明星学者 That a computer program can repeatedly beat the world champion at Go, a complex board game, is a coup

2、 for the fast-moving field of artificial intelligence (AI). Another high-stakes game, however, is taking place behind the scenes, as firms compete to hire the smartest AI experts. Technology giants, including Google, Facebook, Microsoft and Baidu, are racing to expand their AI activities. Last year,

3、 they spent some $8.5 billion on research, deals and hiring, says Quid, a data firm. That was four times more than in 2010.考生假如怕自己错过考试成果查询的话，可以 免费预约短信提示，届时会以短信的方式提示大家报名和考试时间。 计算机程序可以反复战胜围棋世界冠军，这是人工智能这一快速发展的领域中一项极犯难得的成就。然而，随着各家公司竞相把顶尖的人工智能专家招致麾下，另一场高风险嬉戏正在幕后绽开。包括谷歌、Facebook、微软、百度在内的科技巨头争相扩展其人工智能项目。数据

4、公司Quid表示，去年，这些科技公司花费了约85亿美元用于探讨、收购及网罗人才，比2010年多四倍。 In the past universities employed the worlds best AI experts. Now tech firms are plundering departments of robotics and machine learning (where computers learn from data themselves) for the highest-flying faculty and students, luring them with big s

5、alaries similar to those fetched by professional athletes. 过去，高校拥有世界一流的人工智能专家。如今，科技企业正从高校的“机器人及机器学习(计算机通过数据自动学习)”系里抢夺优秀师生，以堪比职业运动员的高薪做诱饵。 Last year Uber, a taxi-hailing firm, recruited 40 of the 140 staff of the National Robotics Engineering Centre at Carnegie Mellon University, and set up a unit to

6、 work on self-driving cars. That drew headlines because Uber had earlier promised to fund research at the centre before deciding instead to peel off its staff. Other firms seek talent more quietly but just as doggedly. The migration to the private sector startles many academics. “I cannot even hold

7、onto my grad students,” says Pedro Domingos, a professor at the University of Washington who specialises in machine learning and has himself had job offers from tech firms. “Companies are trying to hire them away before they graduate.” 美国卡耐基梅隆高校的国家机器人工程中心原本有140名老师，去年，打车公司优步从中聘请了40人，设立部门探讨自动驾驶汽车。此举惹来

8、关注，因为优步之前承诺资助该中心的探讨工作，后来却转而挖角。其他公司寻找人才的举动则相对低调，但也同样执着。人才向私营公司的流淌让不少学者感到震惊。“我连自己的探讨生也留不住，”华盛顿高校的佩德罗多明戈斯教授说道，他是机器学习方面的专家，连他自己也收到了科技公司伸出的橄榄枝，“学生还没毕业，那些公司就想把他们聘走。” Experts in machine learning are most in demand. Big tech firms use it in many activities, from basic tasks such as spam-filtering and better

9、 targeting of online advertisements, to futuristic endeavours such as self-driving cars or scanning images to identify disease. As tech giants work on features such as virtual personal-assistant technology, to help users organise their lives, or tools to make it easier to search through photographs,

10、 they rely on advances in machine learning. 机器学习领域的专家最为抢手。大型科技公司的很多任务都要运用这一技术，从一些基本任务，如过滤垃圾邮件和令网络广告更有针对性，到无人驾驶汽车或扫描图像来发觉疾病等具有将来色调的尝试，无一例外。科技巨头在研发一些产品时要依靠机器学习技术的进步，比如帮助用户支配生活的虚拟个人助理或是便利人们搜寻图片的工具。 Tech firms investment in this area helps to explain how a once-arcane academic gathering, the Conference

11、on Neural Information Processing Systems, held each December in Canada, has become the Davos of AI. Participants go to learn, be seen and get courted by bosses looking for talent. Attendance has tripled since 2010, reaching 3,800 last year. 科技公司对这一领域的投资有助说明为何“神经信息处理系统大会”(每年12月在加拿大实行)这一曾被视为高深莫测的学术会议如

12、今摇身成为人工智能界的达沃斯盛会。与会者一方面为了学习，另一方面也为了被求贤若渴的老板们发觉并追捧。2010年以来，其与会人数增加了两倍，去年达到3800人。 No reliable statistics exist to show how many academics are joining tech companies. But indications exist. In the field of “deep learning”, where computers draw insights from large data sets using methods similar to a hu

13、man brains neural networks, the share of papers written by authors with some corporate affiliation is up sharply. 学术界有多少人转投科技公司的怀抱目前仍无牢靠统计数据，但有迹可循。“深度学习”是指计算机利用近似人类大脑神经网络的运作方式从大型数据集中析取学问，这一范畴的学术论文中，在企业任职的作者比例大幅上升。 Tech firms have not always lavished such attention and resources on AI experts. The fi

14、eld was largely ignored and underfunded during the “AI winter” of the 1980s and 1990s, when fashionable approaches to AI failed to match their early promise. The present machine-learning boom began in earnest when Google started doing deals focused on AI. In 2014, for example, it bought DeepMind, th

15、e startup behind the computers victory in Go, from researchers in London. The price was rumoured to be around $600m. Around then Facebook, which also reportedly hoped to buy DeepMind, started a lab focused on artificial intelligence and hired an academic from New York University, Yann LeCun, to run

16、it. 科技公司并非一起先就对人工智能专家倾注如此多的心思和资源。在上世纪八九十年头的“人工智能寒冬”，新潮的人工智能技术未如预期，该领域被广为忽视，资金投入也不足。目前这股“机器学习”热潮是在谷歌起先收购专注人工智能技术的公司后才真正开启的。比如，2014年，谷歌从伦敦的探讨人员手中收购了DeepMind，这家创业公司正是人机围棋大战中计算机取胜的幕后关键。据传当时的收购价约为六亿美元。据报道也曾有意收购DeepmMind的Facebook也在差不多同一时间建起试验室，专注研发人工智能技术，并从纽约高校请来学者燕乐存来做负责人。 The firms offer academics the c

17、hance to see their ideas reach markets quickly, which many like. Private-sector jobs can also free academics from the uncertainty of securing research grants. Andrew Ng, who leads AI research for the Chinese internet giant Baidu and used to teach full-time at Stanford, says tech firms offer two espe

18、cially appealing things: lots of computing power and large data sets. Both are essential for modern machine learning. 这些公司为学者们供应机会，让其创意快速推向市场，往往大受欢迎。私营公司的职位也令学者们不用担忧探讨经费不足的问题。之前在斯坦福高校全职任教的吴恩达目前效力于中国互联网巨头百度，主管人工智能探讨。他表示，科技公司能供应两个特殊迷人的条件：强大的计算实力和浩大的数据集。这两者为现代机器学习探讨必不行少。 All that is to the good, but th

19、e hiring spree could also impose costs. One is that universities, unable to offer competitive salaries, will be damaged if too many bright minds are either lured away permanently or distracted from the lecture hall by commitments to tech firms. Whole countries could suffer, too. Most big tech firms

20、have their headquarters in America; places like Canada, whose universities have been at the forefront of AI development, could see little benefit if their brightest staff disappear to firms over the border, says Ajay Agrawal, a professor at the University of Toronto. 这些都是好的方面，但挖角热潮也有代价。一方面，高校由于无法供应具

21、有竞争力的薪酬，假如过多优秀人才被诱走，一去不返，或是忙于服务科技公司而无法用心讲学，高校将蒙受损失。同时，一些国家也可能遭罪。大型科技公司总部多在美国;像加拿大这样的国家，其高校始终处于人工智能研发的前沿，假如他们最聪慧的人才都被境外公司吸引走，对本国实在毫无好处，多伦多高校的阿杰伊阿格拉沃尔教授说道。 Another risk is if expertise in AI is concentrated disproportionately in a few firms. Tech companies make public some of their research through op

22、en sourcing. They also promise employees that they can write papers. In practice, however, many profitable findings are not shared. Some worry that Google, the leading firm in the field, could establish something close to an intellectual monopoly. Anthony Goldbloom of Kaggle, which runs data-science

23、 competitions that have resulted in promising academics being hired by firms, compares Googles pre-eminence in AI to the concentration of talented scientists who laboured on the Manhattan Project, which produced Americas atom bomb. 另一风险是人工智能技术过度集中于少数企业手中。科技公司通过开源方式公开其部分探讨成果。它们也答应员工可以撰写论文。然而，事实上，很多有利

24、可图的探讨成果并未共享。有人担忧，作为人工智能界领头羊的谷歌可能形成近乎学问垄断的地位。Kaggle是组织数据学竞赛的平台，不少公司通过这些竞赛搜罗学术新星，该平台的安东尼古德鲁姆将谷歌在人工智能上的卓越表现与当年集结众多科学英才在曼哈顿安排中努力工作同日而语。该安排最终为美国造出原子弹。 2020年翻译资格考试一级笔译练习题 Office Communication: The Slack Generation 办公通讯：Slack一代 How workplace messaging could replace other missives 职场通讯工具如何取代其他沟通形式 Stewart B

25、utterfield, the boss of Slack, a messaging company, has been wonderfully unlucky in certain ventures. In 2002, he and a band of colleagues created an online-video game called “Game Neverending”. It never took off, but the tools they used to design it turned into Flickr, the webs first popular photo-

26、sharing website. Yahoo bought it in 2005 for a reported $35m.考生假如怕自己错过考试成果查询的话，可以 免费预约短信提示，届时会以短信的方式提示大家报名和考试时间。 通讯工具公司Slack的老板斯图尔特巴特菲尔德在一些创业经验中上可谓因祸得福。2002年，他和一群同事创办了名为“嬉戏无止境”的网络视频嬉戏。该产品并未胜利，但他们用来设计嬉戏的工具后来却发展成为互联网首个广受欢迎的照片共享网站Flickr，后于2005年被雅虎收购，据称出价达3500万美元。 Four years later Mr. Butterfield tried

27、to create another online game, called Glitch. It flopped as well. But Mr. Butterfield and his team developed an internal messaging system to collaborate on it, which became the basis for Slack. In Silicon Valley, such a change in strategy is called a “pivot”; anywhere else it is called good fortune.

28、 Today, Slack is one of the fastest-rising startups around, with $540m in funding and a valuation of around $3.8 billion. “I guess the lesson should be, pursue your dream and hope it fails, so you can do something else,” says Cal Henderson, Slacks chief technology officer. 四年后，巴特菲尔德试图创办另一款名为Glitch的网

29、络嬉戏，同样以失败告终。但巴特菲尔德和他的团队在创业过程中开发了一个内部通讯系统用于协作，奠定了Slack的基础。在硅谷，这种战略上的转变被称为“转型”，要是放在其他任何地方都会被称为运气。今日，Slack已成为上升最快的创业公司之一，融资5.4亿美元，估值约为38亿美元。“我想这给我们的阅历是，追逐幻想，希望幻想失败，这样你就可以做点儿别的了。”Slack的首席技术官卡尔亨德森说道。 It is rare for business software to arouse emotion besides annoyance. But some positively gush about how

30、Slack has simplified office communication. Instead of individual e-mails arriving in a central inbox and requiring attention, Slack structures textual conversations within threads (called “channels”) where groups within firms can update each other in real time. It is casual and reflects how people a

31、ctually communicate, eschewing e-mails outdated formalities, says Chris Becherer of Pandora, an online-music firm that uses Slack. 办公软件很少能唤起什么心情，除了厌烦之外。但有人对Slack赞叹不已，称其简化了办公通讯。Slack不是把电子邮件都堆在一个收件箱里让人处理，而是按话题(称为“频道”)组织文本对话，便于公司中的团队实时沟通。这种形式较为随意，反映出人们的实际沟通方式，并且避开了电子邮件那套过时的形式，在线音乐公司潘多拉的克里斯贝赫勒说道，该公司就运用S

32、lack进行办公通讯。 Its other selling-point is efficiency. A survey of users, admittedly conducted by the firm itself, suggests that team productivity increases by around a third when they start using the software, primarily by reducing internal e-mail and meetings. Slack has decided to open itself up to ot

33、her apps, becoming a platform by which employees can log into and use other software tools. Today it has 2.7m daily active users, up from 1m last June. Around 800,000 of them are paying subscribers; their firms pay around $80 or more a year for each employee using the service. The firm has $75m in a

34、nnual recurring revenue and is breaking even, says Mr. Butterfield. 它的另一个卖点是效率。Slack自己做的用户调查显示，在运用该软件后，团队效率提升近三分之一，主要是由于内部邮件及会议的削减。Slack已确定向其他应用开放，成为企业员工可以登陆并运用其他软件工具的平台。去年六月时，该软件的日活跃用户为100万，目前已上升至270万，其中约有80万是付费用户，公司为每位运用服务的员工支付至少80美元的年费。巴特菲尔德表示，Slack的年度常常性收入为7500万美元，公司正渐渐实现收支平衡。 Slacks rise points

35、 to three important changes in the workplace. First, people are completing work across different devices from wherever they are, so they need software that can work seamlessly on mobile devices. Messaging naturally lends itself to this format. Second, communication is becoming more open. Just as off

36、ices went from closed, hived-off rooms to open-plan, Slack is the virtual equivalent, fostering a collaborative work environment, says Venkatesh Rao of Ribbonfarm, a consultancy. Slacks default setting is to make conversations public within a firm. Slack的崛起昭示着职场的三个重要改变。首先，人们现在会在不同地点，通过各种设备来完成工作，所以他们

37、须要能在移动设备上无缝运作的软件。发送消息天生适合这种形式。其次，通讯正变得越来越开放。正如办公室从封闭小隔间变为开放式空间一样，Slack在虚拟领域引领着同样的变革，打造协同工作环境，询问公司Ribbonfarm的文卡泰什拉奥说道。Slack的默认设置就是让员工在公司内公开对话。 Third, software firms are trying to automate functions that used to be done by people in order to make employees more productive. Slack has made a big push in

38、to “bots”, algorithms that can automate menial tasks which used to be done by humans. Slack offers bots that compile lunch orders and projects progress reports, or generate analytics on demand. In the future employees will be able to chat with software agents to get more done, working alongside bots

39、 as well as their peers. 第三，软件公司正尝试把以往须要人工处理的职能自动化，借此提高员工的工作效率。Slack已大量运用“机器人”， 这些算法可以自动完成以往须要人工处理的低级工作。Slack供应的机器人服务包括确定午餐订单，编写项目进度报告，以及按需生成分析等。将来，员工将可与“软件员工”对话，与这些机器人和同事并肩工作，取得更多成果。 Mr. Butterfield is not the typical leader of a striving startup. Called “Dharma” by his hippie parents, he spent his

40、 early years on a commune with no running water or electricity; he changed his name to Daniel Stewart when he was 12. A self-professed introvert, which is fitting for a company that sells itself on textual communication, he values efficiency and candour. After Yahoo bought Flickr, he worked there fo

41、r a few years. “Everything was horrible, ugly, slow, difficult to use and confusing,” he says, frankly. 巴特菲尔德不是那种典型的拼搏型创业企业领袖。被嬉皮士父母称为“达摩”的他，早年生活在一个没有自来水或电力的公社中;12岁的时候他把自己的名字改为丹尼尔斯图尔特。他自称性格内向这恰恰适合靠文本通讯谋生的公司并且珍视效率和坦诚。雅虎收购Flickr之后，他在那里工作了几年。“一切都很可怕、丑陋、缓慢、难用、混乱。”他毫不掩饰地说道。 Dharma chameleon 达摩变色龙 In retr

42、ospect, Flickr was sold too soon. The sale marked the beginning of the technology industrys resurgence after its crash in the early 2000s. Now, Mr. Butterfield has a second chance. Investors do not want to see him sell Slack too early. Earlier this year there were reports that Microsoft considered b

43、idding around $8 billion for the company. Mr. Butterfield says that Slack has never received a formal offer from anyone and is planning to go public. Last year it started submitting itself to voluntary audits, in what appears to be preparation for a public debut. But it seems even more likely that a

44、 large tech giant will see the strategic value of Slack and try to snap it up first for an even splashier sum. 回想起来，当年卖Flickr卖得太早了。那一次并购标记着科技产业在经验21世纪初崩溃后的复苏。如今巴特菲尔德有了其次次机会。投资者不情愿看到他过早卖掉Slack。今年早些时候有报道称，微软考虑出价80亿美元收购该公司。巴特菲尔德则表示从未收到任何人的正式报价，而公司正安排上市。去年，公司做了一次外部审计，好像是为公开上市打算。但貌似可能性更大的是某家科技巨头会意识到Slack

45、的战略价值，以更高的出价抢先将其收归麾下。 Mr. Butterfield says that Slack could achieve $10 billion in revenue if it signs up 100m knowledge workers, of which there are around 850m worldwide. That is far easier said than done. For one thing, Slack still needs to woo larger companies outside the technology world. Curren

46、tly it holds particular appeal among workers at firms in the internet, media and advertising industries, and among teams of software developers within larger firms. Conquering traditional businesses may prove harder. Slacks yearly minimum of $80 per employee is steep for companies with tens of thous

47、ands of workers. 巴特菲尔德表示，假如全球约8.5亿的学问型劳动者中有一亿成为Slack的付费用户，那么公司的年收入将达到100亿美元。这说起来简单，实际难度却大得多。一方面，Slack还须博取非科技业大公司的青睐。目前，Slack特殊受互联网、媒体、广告公司员工的欢迎，大公司内部软件开发团队的员工也很爱用。但折服传统公司可能会更难。Slack每人80美元的最低年费对拥有数以万计员工的企业来说是一项不菲的开支。 For another, Slack has rising competition to fend off. Already, rival products are t

48、aking aim at the market for workplace collaboration, including one, Atlassian, from an Australian software company, which is called HipChat, and bundled with its other services. There is also Symphony, a rival startup backed by several banks that specialises in highly regulated industries such as financial services, which require more compliance controls. Tech giants such as Microsoft, Oracle and Facebook have collaborative work apps, but these are only modestly successful. 另一方面，Slack还要抵挡不断加剧的竞争。已有不少竞争产品瞄准办公协作的市场，其中包括澳大利亚软件公司Atlassian推出的HipChat，该产品还捆绑供应公司的其他服务。